ADIDAS
ANNUAL REPORT
TARGETS – RESULTS – OUTLOOK
TARGETS 2016 1, 2
RESULTS 2016 2
OUTLOOK 2017
CURRENCY-NEUTRAL
SALES DEVELOPMENT:
CURRENCY-NEUTRAL
SALES DEVELOPMENT:
CURRENCY-NEUTRAL
SALES DEVELOPMENT:
INCREASE AT A RATE
BETWEEN 10% AND 12%
INCREASE OF
18%
INCREASE AT A RATE
BETWEEN 11% AND 13%
Group sales of
€ 19.291 BILLION
Gross margin
Gross margin
Gross margin
47.3% – 47.8%
48.6%
INCREASE TO A LEVEL OF
UP TO 49.1%
Operating margin
Operating margin
Operating margin
AT LEAST STABLE
7.7%
INCREASE TO A LEVEL
BETWEEN 8.3% AND 8.5%
Average operating working capital
(in % of net sales)
Average operating working capital
(in % of net sales) decreases 0.3pp to
Average operating working capital
(in % of net sales)
AROUND PRIOR YEAR
LEVEL
20.2%
MODEST INCREASE
Capital expenditure
Capital expenditure
Capital expenditure
AROUND
€ 750 MILLION
€ 651 MILLION
AROUND
€ 1.1 BILLION
Gross borrowings
Gross borrowings decrease 12% to
Gross borrowings
MODERATE
DECLINE
€ 1.618 BILLION
MODERATE
DECLINE
Net borrowings/EBITDA ratio
Net borrowings/EBITDA ratio
Net borrowings/EBITDA ratio
versus prior year level (6.5%)
TO BE
MAINTAINED
BELOW 2
0.1
TO BE
MAINTAINED
BELOW 2
Net income from continuing operations
Net income from continuing operations
Net income from continuing operations
INCREASE AT A RATE
BETWEEN 10% AND 12%
INCREASES 41%
INCREASE AT A RATE
BETWEEN 18% AND 20%
to 1.019 billion
to around € 800 million
to a level between € 1.200 billion and
€ 1.225 billion
Shareholder value
adidas AG share price
Shareholder value
FURTHER INCREASE
INCREASES 67%
FURTHER INCREASE
Dividend per share
INCREASE OF 25% TO
€ 2.00 3
1 As published on March 3, 2016; the outlook was updated several times over the course of the year.
2 Figures reflect continuing operations as a result of the divestiture of the Rockport business.
3 Subject to Annual General Meeting approval.
FINANCIAL HIGHLIGHTS 2016
FINANCIAL HIGHLIGHTS 2016 (IFRS)
2016
2015
Change
Operating Highlights (€ in millions)
Net sales 1
19,291
16,915
14.0%
EBITDA 1
1,883
1,475
27.7%
Operating profit 1, 3
1,491
1,094
36.3%
Net income from continuing operations 1, 3
1,019
720
41.5%
1,017
668
52.2%
48.6%
48.3%
0.3pp
42.8%
43.1%
(0.3pp)
7.7%
6.5%
1.3pp
29.5%
32.9%
(3.4pp)
5.3%
4.0%
1.3pp
Average operating working capital in % of net sales 1
20.2%
20.5%
(0.3pp)
Equity ratio
42.6%
42.5%
0.2pp
0.1
0.3
Net income attributable to
shareholders 2, 3
Key Ratios
Gross margin 1
Operating expenses in % of net
sales 1
Operating margin 1, 3
Effective tax
rate 1, 3
Net income attributable to shareholders in % of net sales 2, 3
Net borrowings/EBITDA 1
Financial leverage
1.6%
8.1%
(6.5pp)
Return on equity 2
15.7%
11.2%
4.5pp
Total assets
15,176
13,343
13.7%
Inventories
3,763
3,113
20.9%
Balance Sheet and Cash Flow Data (€ in millions)
Receivables and other current assets
3,607
3,003
20.1%
Working capital
2,121
2,133
(0.6%)
Net borrowings
103
460
(77.6%)
6,472
5,666
14.2%
651
513
26.9%
1,348
1,090
23.7%
5.08
3.32
53.3%
4.99
3.32
50.6%
6.73
5.41
24.5%
2.00 4
1.60
25.0%
150.15
89.91
67.0%
60,617
55,555
9.1%
Shareholders' equity
Capital expenditure
Net cash generated from operating
activities 2
Per Share of Common Stock (€)
Basic earnings 2, 3
Diluted
earnings 2, 3
Net cash generated from operating activities 2
Dividend
Share price at year-end
Other (at year-end)
Number of employees 1
Number of shares outstanding
201,489,310
200,197,417
0.6%
Average number of shares
200,188,276
201,536,418
(0.7%)
1 Figures reflect continuing operations as a result of the divestiture of the Rockport business.
2 Includes continuing and discontinued operations.
3 2015 excluding goodwill impairment of € 34 million.
4 Subject to Annual General Meeting approval.
»THROUGH
SPORT,
OUR CORE
BELIEF
WE HAVE
THE
POWER
TO
CHANGE
LIVES.
OUR
MISSION
ADIDAS
TO BE THE BEST
SPORTS COMPANY
IN THE WORLD.
ADIDAS BRAND
TO BE THE BEST
SPORTS BRAND
IN THE WORLD.
REEBOK BRAND
TO BE THE BEST
FITNESS BRAND
IN THE WORLD.
«
We are calling all creators. They are our ­creative
capital, the source of our inspiration. The game
changers, the difference makers, the shapers of
tomorrow. True athletes at heart, who set the pace,
always first to break new ground and rewrite the
rules as we know them. Their drive and courage
invigorates our brands and helps us create unique
experiences.
We need creators in order to continually push
­boundaries, to re-invent, to make something out
of nothing.
We need them to Create the New.
That’s why we invite all Creators, whether inside or
outside our company, to come in and work with
us. We give them spaces where their ideas can spark
and where collaborative exchange is encouraged.
Empowering this creative force is the essence of our
Open Source approach. It will take us an essential
step further towards making our brands the most
­relevant and desirable for all consumers.
ADIDAS
ANNUAL
REPORT 2016
1
TO OUR SHAREHOLDERS
OPERATIONAL AND SPORTING HIGHLIGHTS
LETTER FROM THE CEO
EXECUTIVE BOARD
SUPERVISORY BOARD
SUPERVISORY BOARD REPORT
CORPORATE GOVERNANCE REPORT INCLUDING THE DECLARATION ON
­CORPORATE GOVERNANCE
COMPENSATION REPORT OUR SHARE
2
6
10
14
18
20
27
32
41
GROUP MANAGEMENT REPORT – OUR COMPANY
CORPORATE STRATEGY
48
adidas Brand Strategy
55
Reebok Brand Strategy
60
GLOBAL OPERATIONS62
RESEARCH AND DEVELOPMENT
67
OUR PEOPLE
72
SUSTAINABILITY78
3
GROUP MANAGEMENT REPORT – FINANCIAL REVIEW
INTERNAL MANAGEMENT SYSTEM
86
BUSINESS PERFORMANCE
90
Economic and Sector Development
90
Income Statement
92
Statement of Financial Position and Statement of Cash Flows
96
Treasury101
Financial Statements and Management Report of adidas AG
104
Disclosures pursuant to § 315 Section 4 and § 289 Section 4 of the
German Commercial Code
107
BUSINESS PERFORMANCE BY SEGMENT
111
Western Europe
111
North America
111
Greater China
112
Russia/CIS112
Latin America
113
Japan113
MEAA113
Other Businesses
114
SUBSEQUENT EVENTS AND OUTLOOK
115
Subsequent Events
115
Outlook115
RISK AND OPPORTUNITY REPORT
118
Illustration of Material Risks
123
Illustration of Opportunities
131
MANAGEMENT ASSESSMENT OF ­P ERFORMANCE, RISKS AND
­O PPORTUNITIES, AND OUTLOOK
133
CONSOLIDATED FINANCIAL STATEMENTS
4
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
138
CONSOLIDATED INCOME STATEMENT
140
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
141
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
142
CONSOLIDATED STATEMENT OF CASH FLOWS
143
NOTES144
Notes to the Consolidated Statement of Financial Position
159
Notes to the Consolidated Income Statement
188
Additional Information
194
STATEMENT OF MOVEMENTS OF INTANGIBLE AND TANGIBLE ASSETS
202
SHAREHOLDINGS204
Responsibility Statement
Auditor’s Report
208
209
ADDITIONAL INFORMATION
5
TEN-YEAR OVERVIEW
212
GLOSSARY2 1 6
DECLARATION OF SUPPORT
219
FINANCIAL CALENDAR220
Group Management Report:
This report contains the Group Management Report of the adidas Group, comprising adidas AG
and its consolidated subsidiaries, and the Management Report of adidas AG.
PUBLICATIONS FOR THE 2016 FINANCIAL YEAR
ADIDAS
MAGAZINE
M AGA Z I N E
ADIDAS
ANNUAL REPORT
A N N UA L RE PORT
ADIDAS GROUP
SUSTAINABILITY
PROGRESS REPORT
SUSTA I N A B I L I TY RE PORT
(available from mid-April onwards)
Printed versions of our Annual Report with condensed consolidated financial statements (excluding the Notes) as
well as our Magazine can be ordered online. www.adidas-group.com/en/investors/financial-reports
SH
A
OL R E
DE
RS
TO
OU
R
S
— OPERATIONAL AND SPORTING HIGHLIGHTS
— LETTER FROM THE CEO
— EXECUTIVE BOARD
— SUPERVISORY BOARD
— SUPERVISORY BOARD REPORT
— C ORPORATE GOVERNANCE REPORT
INCLUDING THE DECLARATION ON
­CORPORATE GOVERNANCE
— COMPENSATION REPORT — OUR SHARE
5
6
10
14
18
20
27
32
41
1
To our S hareholders
Operational and Sporting Highlights
OPERATIONAL AND
SPORTING HIGHLIGHTS
Q1 2016
JANUARY
——Leo Messi underlines his status in football
with a record fifth Ballon d’Or. The award is the
greatest acknowledgement of individual success
in football.
——adidas and Stella McCartney announce
the continuation of their long-term collabor­
ation. The iconic designer will continue to create
cutting-edge designs alongside the adidas brand
until 2020.
——Reebok launches Reebok Classic Leather,
a shoe created in collaboration with US rapper
and songwriter Kendrick Lamar. The shoe represents Kendrick’s powerful vision of unity and sold
out within 30 minutes.
——adidas
Football releases the world’s
first high-performance laceless boot: ACE 16+
PURECONTROL. Only a short period of time after
its launch, this disruptive football boot, which
is worn by international football stars such as
Mesut Özil and Ivan Rakitić, was sold out in
almost every channel.
——adidas Originals launches its ‘Future’
campaign. With its unique point of view on
creating the future by re-inventing the past,
adidas Originals is inspiring a new generation
not to follow but to challenge the status quo.
——Following the success of M1, TaylorMadeadidas Golf unveils its M2 drivers, fairways and
rescue clubs to complete the M family. Similar
to M1, the M2 product line meets the challenge
of delivering more performance to players of all
skill levels with the utilisation of multi-material
construction.
FEBRUARY
——adidas
continues its Sport 16 brand
campaign with ‘I’m here to create’, a series of
videos showing the personal creator stories of
famous female athletes such as WNBA All-Star
Candace Parker, tennis icon Caroline Wozniacki
and fitness artist Nicole Winhoffer.
——The
adidas brand and Wanderlust,
producer of the largest yoga lifestyle events in
the world, announce a US-focused, multi-year
partnership.
——adidas launches PureBOOST X, a running
——Reebok launches ZPump Fusion 2.0, a
shoe created exclusively for women by women.
PureBOOST X features a new floating arch, a
stretch mesh upper and a lock-down lacing
system that provide a personalised fit for every
woman’s foot.
running shoe that conforms to the shape of the
athlete’s foot to give a custom fit. The seamless
compression sleeve upper and the tyre-inspired
ZRated outsole provide comfort and control.
MARCH
——adidas Football announces a long-term
partnership with Juventus Turin midfielder
Paul Pogba, one of the world’s most in-demand
footballers. Continuing on his extraordinary
journey from the streets to superstar status,
Pogba has already won three Italian league titles
and three domestic cup trophies.
——Playing
——The Supervisory Board of adidas AG
resolves upon the successor for the longstanding adidas AG CEO Herbert Hainer. Effective
August 1, 2016, Kasper Rorsted is appointed as
ordinary member of the Executive Board and
effective October 1, 2016 as CEO of adidas AG.
in her first Grand Slam final,
adidas brand ambassador Angelique Kerber wins
the 2016 Australian Open in Melbourne.
——adidas
Originals launches further
colourways of its successful footwear franchise
NMD. The franchise, for which consumers were
queuing in front of stores, was sold out immediately, with more than 400,000 pairs sold within
just one day.
——Reebok is awarded the ISPO Communication Award 2016 in the multi-channel category
for its ‘Be More Human’ campaign.
——Together with YouTubers Amanda Steele
——adidas is listed in fifth place among the
and Marcus Butler, adidas neo presents its new
sneaker innovation Cloudfoam. The Cloudfoam
sneakers with a lightweight midsole and a
thick sockliner provide a classic silhouette plus
comfort.
Global 100 Most Sustainable Corporations in the
World (Global 100 Index) and is recognised as
the industry leader. It is the third consecutive
year that adidas is included in the top ten of the
Global 100 Index, compiled annually by Corporate
Knights.
6
1
To our S hareholders
Operational and Sporting Highlights
OPERATIONAL AND
SPORTING HIGHLIGHTS
Q2 2016
APRIL
——adidas opens its first Brand Centre in
Hong Kong. With a retail area of nearly 6,500
square feet, it is the largest sports brand
speciality store in the city’s Central district.
——adidas Originals relaunches its iconic
Gazelle. With this silhouette that was first
introduced in the 1960s, adidas Originals
continues defining a contemporary street look
for the future.
——adidas Running introduces UltraBOOST
Uncaged. The shoe was inspired by fans and
combines the performance and innovation of the
original UltraBOOST with the unique flair of the
adidas brand’s creative fan base.
MAY
——Reebok launches ‘25,915 Days’, a striking
campaign reminding people that they have, on
average, 25,915 days to live. With this campaign,
Reebok repeats its fitness mantra and motivates
fitness enthusiasts to live up to their fullest
potential.
——adidas Originals launches its official
Snapchat channel, taking an Open Source
approach and allowing influencers to showcase
and personify the brand.
——Shortly before the kick-off of the UEFA
EURO 2016, the adidas brand unveils the Mercury
Pack, a cutting-edge range of boots inspired by
the trophies that players around the world strive
to win.
——Reebok and three-time Defensive Player
JUNE
——The adidas brand and Zalando, one of
Europe‘s biggest online retailers, launch a new
pilot to meet the needs of today’s consumer
faster than ever. Consumers in Berlin are able
to place orders for adidas products on Zalando’s
app and get the delivery on the same day.
——In the USA, adidas Running launches
AlphaBOUNCE, a running shoe that offers an
adaptive fit and feel for runners and versatile
athletes. Men’s pairs were sold out within less
than twelve hours.
——adidas
announces that its football
business is expected to reach new record sales
of € 2.5 billion in 2016.
——The adidas brand announces its contract
——Together with other partners, Reebok
hosts the 2016 International Day of Yoga in
India’s biggest cities, reaching more than 25,000
participants.
extension with the German Football Association
(DFB) until 2022.
——adidas
——For the second time, Sergio García wins
the AT&T Byron Nelson in Irving/Texas, USA.
García wins playing a full TaylorMade bag
including an M2 driver, M1 fairway woods and
PSi irons.
——Reebok launches ‘Hunt Greatness’, a
campaign and platform inspired by American
football star J. J. Watt that encourages people
to pursue a better version of themselves, every
day, through fitness.
of the Year J. J. Watt announce the release
of the JJ I, the ultimate training shoe which
was developed in close collaboration with the
American football star.
establishes a new strategic
partnership with Chinese real estate and sports
business giant Wanda Group. In future, adidas
will sponsor two of Wanda’s IRONMAN events
and will help to further develop football and
basketball in China.
——The adidas brand announces the
cementing of its long-term relationship with
creative pioneer Kanye West in the launch of
adidas + KANYE WEST.
——As
——The
NBA’s most sought-after draft
prospects Brandon Ingram, Jaylen Brown, Jamal
Murray, Dragan Bender and Kris Dunn choose to
join adidas Basketball.
7
the second-youngest player ever,
TaylorMade-adidas Golf staffer Rich Berberian
wins the 49th PGA Professional Championship
in Verona/New York, USA.
1
To our S hareholders
Operational and Sporting Highlights
OPERATIONAL AND
SPORTING HIGHLIGHTS
Q3 2016
JULY
——Reebok launches its new CrossFit training
shoe Nano 6.0. It offers athletes strength and
comfort to overcome every obstacle in the
CrossFit box and beyond.
——CCM launches the ‘CCM Skills App’. The
app allows users to train virtually alongside
NHL Player Lance Pitlick, in a series of fun
and challenging drills intended to help improve
players’ technique on the ice.
——The adidas brand announces the launch
of its adidas Athletics range, designed to deliver
a fresh take on traditional pre- and post-match
outwear. The first highlight product of this range
is the adidas Z.N.E. Hoodie.
——adidas Originals and Alexander Wang
confirm their partnership during New York
Fashion Week. The Alexander Wang x adidas
Originals collection consists of 84 pieces that
celebrate the athleisure style in an unprecedented
way.
——adidas Football and the Irish Football
Association announce a four-year contract
extension. adidas will continue to supply kit and
training gear to Northern Ireland teams until at
least 2020.
——At the adidas Runbase in Berlin, adidas
launches the Futurecraft M.F.G. (Made for
Germany), the first shoe created at the industrychanging adidas SPEEDFACTORY that is now
available to consumers in limited quantities.
——Reebok and Vogue Fitness launch the first
women’s-only CrossFit facility in Abu Dhabi.
SEPTEMBER
AUGUST
——Kasper
——adidas AG is announced as the newest
Rorsted joins adidas as
member of the Executive Board. Following
a two-month induction period with Herbert
Hainer, Kasper Rorsted becomes CEO on
October 1, 2016.
member of the EURO STOXX 50 Index, Europe’s
leading blue-chip index. For adidas, this is
a big milestone as the EURO STOXX 50 is a
representation of the so-called ‘supersector
leaders’ in the Eurozone.
——The adidas brand presents the Creator
——The adidas brand and the United States
Studio, a digital platform giving football fans
the chance to design the third jersey for some
of the world’s biggest football clubs such as FC
Bayern or Manchester United. The kits with the
most likes will be entered into a top 100 gallery
per club.
Tennis Association announce a new partnership
to support American tennis on multiple levels by
impacting the future of American tennis through
a number of initiatives and programmes.
——adidas
announces the opening of
SPEEDFACTORY in the Atlanta area in late 2017.
This state-of-the-art facility will focus on running
footwear and targets production of 50,000 pairs
in 2017. In the mid term, adidas aims to produce
one million pairs of shoes for running and other
categories in its SPEEDFACTORY facilities.
——adidas Originals opens the doors to its
new flagship store on Spring Street in New York
City. The store celebrates the New York street
culture and will serve as a hub for sneakerheads
and streetwear enthusiasts.
——adidas Originals x Pharrell Williams
presents adidas Originals Hu, a collection of
apparel and shoes that celebrates cultural
diversity around the globe.
——adidas launches the next chapter of Sport
16 with the brand campaign video ‘Sport Needs
Creators’. The video debuted on air with the
start of the NFL season and is a call to athletes
everywhere who think and act beyond the norm
of sport.
——adidas is confirmed as a member in
the Dow Jones Sustainability Indices (DJSI)
World and Europe, the most recognised global
sustainability benchmark. As one of few
companies worldwide, adidas has remained in
this index for 17 consecutive years.
——After more than 15 years as adidas CEO,
Herbert Hainer retires from office and hands over
to his successor, Kasper Rorsted.
8
1
To our S hareholders
Operational and Sporting Highlights
OPERATIONAL AND
SPORTING HIGHLIGHTS
Q4 2016
OCTOBER
NOVEMBER
DECEMBER
——Gigi Hadid, style icon, fitness advocate and
——adidas and Parley for the Oceans unveil
trendsetter, joins Reebok’s female community
as the newest face of the brand’s #PerfectNever
movement, a call to action that asks women
around the world to celebrate the beauty of
imperfection and champions Reebok’s message
of self-betterment.
the first football products with the launch of the
adidas x Parley Real Madrid and Bayern Munich
home jerseys, made from Parley Ocean Plastic.
——adidas opens ‘adidas NYC’, its largest
brand flagship store worldwide. Set at the
intersection of 5th Avenue and 46th Street in
New York City, ‘adidas NYC’ heralds a new era in
how consumers experience creativity and sport
in stores. Inspired by high school stadiums, the
store features the new stadium retail concept.
The store has a tunnel entrance, stands for
live-game viewing on big screens, locker rooms
instead of dressing rooms and track and field
areas where consumers can test and experience
products.
——adidas Basketball and James Harden
reimagine the signature shoe game with the
debut of Harden Vol. 1. The collection represents
the first chapter of the collaborative partnership
that began in October 2015 with the goal of
co-creating footwear and apparel.
——In
a game-changing move for a more
eco-innovative future, the adidas brand unveils
the UltraBOOST Uncaged Parley, the first
mass-produced running shoe created using
Parley Ocean Plastic. The limited edition of 7,000
pairs was sold out within 24 hours.
——adidas Running is presented with the
esteemed Runner’s World International Best
Update Award for its adizero adios 3.0 shoe, the
latest iteration of the record-breaking adizero
adios.
——adidas
——Kristaps Porzingis of the New York Knicks
joins the adidas Basketball family. While the young
superstar is entering just his second year in the
NBA, with his one-of-a-kind game and personality,
he has already made significant waves.
——The
adidas brand launches Glitch
exclusively in London. Glitch is a revolutionary
product concept that speaks to the creative
footballer and those who crave a boot with a
flexible design. The two-piece interchangeable
construction, made of an inner shoe and outer
skin, is designed to suit the modern game with a
focus on adaptability.
unveils the world’s first
performance shoe made using Biosteel fibre –
a replication of natural silk – at the Biofabricate
Conference in New York: the Futurecraft
Biofabric.
——adidas Football launches the first versions
of its Ace and X boots created explicitly for female
players around the world. These boots have been
engineered to specifically fit the female foot by
featuring a totally unique combination of shape,
design and traction.
9
——adidas by Stella McCartney announces
its collaboration with world-leading female
Formula 1 development driver Carmen Jordá. A
rising name in her sport, with a fast-paced and
dynamic lifestyle that inspires women around the
world, Carmen joins the likes of Karlie Kloss,
Caroline Wozniacki and Garbiñe Muguruza in
bringing to life the adidas by Stella McCartney
brand ethos.
——adidas opens a new pop-up store called
‘Knit for You’ in the Bikini Berlin shopping mall
for a temporary three-month trial period. It aims
to test localised and personalised consumer
experiences in stores. adidas invites consumers
to design their very own Knit for You Merino wool
sweater that will be knitted in the store within
a few hours. The Knit for You store is the first
milestone of the Storefactory research project,
supported by BMWi German Federal Ministry for
Economic Affairs and Energy.
1
To our S hareholders
Letter from the CEO
M
O
R
F
RO
E
T
E
T
C
E
L HE
T
SP
A
K
10
RO
R
E
ED
T
RS
1
To our S hareholders
Letter from the CEO
DEAR SHAREHOLDERS,
2016 marked the first full year of ‘Creating the New’. The strong results we recorded are proof
positive that the company’s strategy is paying off. Focusing on our strategic choices Speed, Cities
and Open Source already makes us much more impactful in the marketplace compared to two
years ago. Our new operating model – Brand Leadership – ensures a high level of commonality
worldwide when it comes to the appearance of our brands. In combination with our consumerobsessed mindset, it is helping us to increase the desirability of our brands and products around
the globe. Going forward, we will build on Creating the New and accelerate our strategic priorities
within the plan. Thus we will ensure that we continue our momentum in 2017 and achieve significant
top- and bottom-line improvements in the period until 2020.
Last year, our products resonated extremely well with consumers across the globe. Several of
our key footwear franchises such as the UltraBOOST, NMD or Yeezy took top spots in all sneaker
rankings and caused long queues in front of stores. adidas was named ‘The most relevant brand’
in the recent Highsnobiety Crowns, one of the most prestigious annual awards in our industry. As
a result, we have been gaining market share in those categories – Running, Football, Training,
Originals and neo – and markets – North America, Greater China and Western Europe – that we
have identified as strategic growth drivers.
All of this drove a strong financial performance:
—— We achieved record sales of € 19.3 billion, up 18% currency-neutral, representing our highest
organic growth rate in almost twenty years.
—— The adidas brand has been experiencing unparalleled brand heat, with currency-neutral
——
——
——
revenues increasing a strong 22%. This growth was driven by key performance and lifestyle
categories in the brand’s major markets, almost all of which grew at strong double-digit rates.
Despite severe headwinds from negative currency effects, the gross margin climbed 30 basis
points to 48.6%.
The operating margin improved 130 basis points to 7.7%, supported by the increase in gross
margin, operating expense leverage as well as an extraordinary gain related to the early
termination of the Chelsea F.C. contract.
Driven by the operational improvements, our net income from continuing operations grew 41%
to a new record level of more than € 1 billion.
Our strategy Creating the New is based on the fundamental belief that through sport we have the
power to change lives. And we do this every day as a company: by empowering people to live an
active life, by teaching life skills through sport and by creating sustainable products. As a result, we
continue to be a leader in our industry in the area of sustainability. This is reflected in our continued
inclusion in some of the most recognised sustainability indices. One example is our membership in
one of the most important global sustainability benchmarks, the Dow Jones Sustainability Indices,
where we have been listed for 17 consecutive years.
11
1
To our S hareholders
Letter from the CEO
Our focus on sustainability also excites our employees and is a major reason why young people
from all over the world would like to work for us. Our company culture built around creativity,
confidence and collaboration is an integral part of Creating the New and will help us to attract
and retain the right talent. However, we can still do a lot better in managing their careers. This
is why a structured executive and talent development programme is one of the strategic focus
areas my Board colleagues and I are working on to accelerate Creating the New. In fact, we have
already started to do so by establishing an executive leadership group. The main responsibilities
of this group consisting of 18 leaders across different functions and geographies will be to detail
out and oversee the cross-functional execution of our strategic agenda, to accelerate strategic
projects and to develop our future bench of leaders. Other initiatives in this area include a new
talent management programme with a focus on developing female leaders, as well as a new
equity-based long-term incentive programme to align the objectives of our senior leaders with
the interests of our shareholders.
Another important area to accelerate Creating the New will be to actively manage the portfolio of
brands, categories and countries within our company to ensure all parts of our business contribute
to our overall success. 2016 already saw important decisions in this regard with the divestiture of
Mitchell & Ness as well as the decision to exit the golf hardware market and therefore to sell the
TaylorMade, Adams Golf and Ashworth brands. Now we have decided to also actively seek a buyer
for our CCM Hockey business. While the brand is well known for its high-end ice hockey equipment,
the focus of our company will increasingly be on operating a brand portfolio that builds on our
strength in the athletic footwear and apparel market. This will allow us to reduce complexity and
pursue our target consumer more aggressively with the adidas and Reebok brands.
While the adidas brand is enjoying strong momentum, Reebok has been growing slower than the
competition in recent years, especially in the US. The brand’s profitability is significantly below the
company’s average. Therefore, we have developed a plan as to how we want to unlock the brand’s
full potential. We will execute against this plan to make the brand stronger, accelerate top-line
growth and increase profitability.
North America remains a strategic priority for our company. We will expand our adidas brand
business and build a sustainable position for Reebok in the fitness market. We have every reason
to be proud about the progress adidas has been making in the US last year. In 2016, we grew our
adidas brand business by more than 30%, due to double-digit increases in both our performance
as well as our lifestyle categories. However, despite these promising developments we still cannot
be satisfied with our overall position in this market. We remain heavily under-indexed in the largest
market in our industry. Therefore, we will continue to invest into our team, our infrastructure and
our business in the US to accelerate our growth, improve the quality of our sales and increase
profitability. Together with Western Europe and Greater China, North America will be the biggest
contributor to our sustainable business success globally.
12
1
To our S hareholders
Letter from the CEO
A strategic topic that will transform our company over the next years is digital. Digital touches
our company at every point along the value stream – how we design, develop, manufacture and
sell our products. Already today, adidas.com and Reebok.com are our largest and fastest-growing
shops and we will further accelerate our investments in this area to create competitive advantages
through digital. Growing our digital capabilities will ultimately also help us do a better job on
margin enhancement.
While our top-line growth over the last years has been strong, we have to acknowledge that we
have not been as good in translating this growth into scale and, ultimately, profitability gains. To
fulfil our mission to be the best sports company in the world, we need to ensure we excel in both
top-line growth and margin expansion. We have therefore identified efficiency drivers that will
enhance profitability in the years to come.
All of these activities taken together will help us to accelerate the top- and bottom-line growth
and grow even faster than we initially outlined with our strategic business plan Creating the New.
Building on our strong results in 2016, we will continue our momentum in 2017 and achieve
significant top- and bottom-line improvements in the years to come. We are now targeting currencyneutral sales growth in the range of 10% to 12% on average per year between 2015 and 2020 and
EPS growth of 20% to 22% per annum on average during this period. These are ambitious, yet
realistic long-term objectives. I am looking forward to updating you regularly on the progress we
are making.
Yours sincerely,
KAS P E R RO RST E D
13
1
To our S hareholders
Executive Board
EXECUTIVE BOARD
ROLAND AUSCHEL G LOBA L SAL ES
KASPER RORSTED C HIE F EXECU TIV E OF F ICER
ERIC LIEDTKE G LOBA L BRANDS
1
To our S hareholders
Executive Board
OUR EXECUTIVE BOARD
IN THE MAKERLAB,
NEWLY OPENED AT THE
ADIDAS HEADQUARTERS
IN HERZOGENAURACH,
GERMANY, IN 2016.
ROBIN J. STALKER C H I E F F IN AN C IAL O FF IC E R
GLENN BENNETT G LOBA L OP ERATION S
1
To our S hareholders
Executive Board
OUR EXECUTIVE BOARD IS
COMPRISED OF FIVE MEMBERS.
EACH BOARD MEMBER IS
RESPONSIBLE FOR AT LEAST
ONE MAJOR FUNCTION WITHIN
THE COMPANY.
FOR MORE INFORMATION ON THE
ADIDAS AG EXECUTIVE BOARD:
WWW.ADIDAS-GROUP.COM / EXECUTIVE-BOARD
KASPER RORSTED
CHIEF EXECUTIVE OFFICER 1
Kasper Rorsted was born in Aarhus, Denmark, in 1962. After
studying Business Economics at the International Business School
in Copenhagen, he completed an Executive Programme at Harvard
Business School. Kasper Rorsted then gained valuable experience
within the IT sector through various management positions at Oracle,
Compaq and Hewlett Packard. In 2005, Kasper Rorsted joined consumer
goods manufacturer Henkel as Executive Vice President Human
Resources, Purchasing, Information Technologies and Infrastructure
Services. Three years after joining Henkel, he was appointed Chief
Executive Officer. In August 2016, Kasper Rorsted joined adidas. After
two months as a Board member, he took over as Chief Executive Officer
of the sporting goods manufacturer in October 2016. Kasper Rorsted
is married, has four children and lives near Munich.
Kasper Rorsted is also:
——
Member of the Supervisory Board, Anheuser-Busch InBev SA,
Leuven, Belgium 2
——
Member of the Supervisory Board, Bertelsmann SE & Co. KGaA,
Gütersloh, Germany
——
Member of the Supervisory Board, Danfoss A/S, Nordborg, Denmark
ROLAND AUSCHEL
1Member of the Executive Board since August 1, 2016, Chief Executive Officer since
October 1, 2016.
2 Until October 10, 2016.
GLOBAL SALES
Roland Auschel was born in Bad Waldsee, Germany, in 1963. After
obtaining his Bachelor’s degree in European Business Studies in
Germany and the UK as well as an MBA in the United States, he
joined the adidas team as a Strategic Planner in 1989. During his
career with the company, he has held many senior management
positions, including Business Unit Manager, Key Account Manager
Europe and Head of Region Europe, Middle East and Africa. In 2009,
he became Chief Sales Officer Multichannel Markets. In 2013, Roland
Auschel was appointed to the Executive Board where he assumed
responsibility for Global Sales. He is married, has two children and
lives in Erlangen, Germany.
HERBERT HAINER
CHIEF EXECUTIVE OFFICER AND MEMBER
OF THE EXECUTIVE BOARD UNTIL
SEPTEMBER 30, 2016
Herbert Hainer is also:
——
——
——
Deputy Chairman of the Supervisory Board, FC Bayern München AG, Munich,
Germany
Member of the Supervisory Board, Allianz Deutschland AG, Munich, Germany
Member of the Supervisory Board, Deutsche Lufthansa AG, Cologne, Germany
16
1
To our S hareholders
Executive Board
GLENN BENNETT
GLOBAL OPERATIONS
Glenn Bennett was born in New Hampshire, USA, in 1963. With a
degree in Computer Science, he began his professional career
with Reebok International Ltd. in 1983, where he worked in various
operations and product functions, of which the latest was Director
of Footwear Development. In 1993, Glenn Bennett joined adidas AG
and began working as the Head of Footwear Development. He
was subsequently promoted to Senior Vice President of Footwear
Operations and, in 1997, appointed to the Executive Board where his
responsibilities were expanded to include Footwear, Apparel and
Accessories & Gear Development, Global Sourcing, Supply Chain
Management and, most recently, IT. Glenn Bennett is married, has
one daughter and lives in Hingham, Massachusetts, USA.
ROBIN J. STALKER
CHIEF FINANCIAL OFFICER
Robin J. Stalker was born in Palmerston North, New Zealand, in
1958. In 1982, following his degree in Business Studies, he began
his professional career and qualified as a Chartered Accountant. He
worked for Arthur Young in New Zealand and London and subsequently
held financial and controlling positions in the entertainment
industry, including United International Pictures and Warner Bros.
International, and also worked as an independent consultant. Robin
J. Stalker joined adidas AG in 1996. Since February 2000, he has
been Chief Financial Officer of adidas AG and was appointed to
the Executive Board, responsible for Finance, in 2001. In 2005, he
assumed additional responsibility as Labour Director. Robin J. Stalker
is married and lives near Herzogenaurach, Germany.
ERIC LIEDTKE
GLOBAL BRANDS
Robin J. Stalker is also:
Eric Liedtke, a US citizen, holds a Bachelor of Arts degree in
Journalism from the University of Wisconsin-Madison. He joined
adidas in 1994 as Global Line Manager for Cross Training in Portland/
Oregon. During his 20-year career with adidas, he has held senior
management positions of increasing responsibility at adidas America,
including Director of Footwear Marketing and Vice President Brand
Marketing. In 2006, Eric Liedtke moved to the corporate headquarters
in Herzogenaurach, Germany, to become Senior Vice President Global
Brand Marketing. From 2011, he held the position of SVP adidas
Sport Performance, responsible for all adidas brand sports categories
globally. Eric Liedtke has been Executive Board member since March
2014, responsible for Global Brands (the adidas and Reebok brands).
In addition to his Executive Board position, he is a passionate member
of the Steering Committee of Parley for the Oceans. Eric Liedtke lives
in Erlangen, Germany.
——
17
Member of the Supervisory Board, Schaeffler AG, Herzogenaurach, Germany
1
To our S hareholders
Supervisory Board
SUPERVISORY BOARD
IGOR LANDAU
CHAIRMAN
IAN GALLIENNE 2
DR. STEFAN JENTZSCH
residing in Gerpinnes, Belgium
residing in London, Great Britain
residing in Lugano, Switzerland
Co-Chief Executive Officer, Groupe Bruxelles
Lambert, Brussels, Belgium
Corporate Finance Consultant/Partner, Perella
Weinberg Partners UK LLP, London, Great Britain
——
——
Pensioner, Member of the Board of Directors,
Sanofi-Aventis S.A., Paris, France 1
——
Member of the Board of Directors,
Sanofi-Aventis S.A., Paris, France 1
Member of the Board of Directors, Pernod
Ricard SA, Paris, France
—— Member of the Board of Directors, SGS SA,
Geneva, Switzerland
—— Member of the Board of Directors, Umicore
SA, Brussels, Belgium
—— Member of the Board of Directors, Erbe SA,
Loverval, Belgium
Mandates within the Groupe Bruxelles Lambert:
——
——
——
Deputy Chairman of the Supervisory Board,
AIL Leasing München AG, Grünwald, Germany
Member of the Board of Directors, Imerys SA,
Paris, France
Member of the Board of Directors, Sienna
Capital S.à r.l., Strassen, Luxembourg
Member of the Board of Directors, GBL
Verwaltung SA, Strassen, Luxembourg
SABINE BAUER *
DEPUTY CHAIRWOMAN
HERBERT KAUFFMANN
residing in Stuttgart, Germany
residing in Erlangen, Germany
Independent Management Consultant, Stuttgart,
Germany
Full-time member of the Works Council
Herzogenaurach, adidas AG
——
Chairwoman of the Central Works Council,
adidas AG
——
Chairwoman of the European Works Council,
adidas AG
Chairman of the Supervisory Board,
Uniscon universal identity control GmbH,
Munich, Germany 3
Member of the Supervisory Board, DEUTZ AG,
Cologne, Germany
DIETER HAUENSTEIN *
residing in Herzogenaurach, Germany
Full-time member of the Works Council
Herzogenaurach, adidas AG
WILLI SCHWERDTLE
DEPUTY CHAIRMAN
DR. WOLFGANG JÄGER *
KATJA KRAUS
residing in Bochum, Germany
residing in Hamburg, Germany
residing in Munich, Germany
Managing Director in charge of Public Relations
and Scholarships, Hans-Böckler-Stiftung,
Düsseldorf, Germany
Author/Managing Partner, Jung von Matt/sports
GmbH, Hamburg, Germany
Independent Management Consultant as well as
Partner, WP Force Solutions GmbH, Bad Homburg
v. d. Höhe, Germany
——
——
Member of the Supervisory Board, Eckes AG,
Nieder-Olm, Germany
Chairman of the Supervisory Board,
Windeln.de AG, Munich, Germany
BIOGRAPHICAL INFORMATION ON OUR SUPERVISORY
BOARD MEMBERS IS AVAILABLE ONLINE.
WWW.ADIDAS-GROUP.COM / SUPERVISORY-BOARD
18
1
To our S hareholders
Supervisory Board
KATHRIN MENGES
ROLAND NOSKO *
HEIDI THALER-VEH *
residing in Neuss, Germany
residing in Wolnzach, Germany
residing in Uffenheim, Germany
Executive Vice President Human Resources and
Infrastructure Services, Henkel AG & Co. KGaA,
Düsseldorf, Germany
Trade Union Official, IG BCE, Headquarter
Nuremberg, Nuremberg, Germany
Member of the Central Works Council, adidas AG
Mandates within the Henkel Group
——
——
——
——
——
Deputy Chairman of the Supervisory Board,
CeramTec GmbH, Plochingen, Germany
Member of the Supervisory Board, Henkel
Central Eastern Europe GmbH, Vienna,
Austria
Member of the Supervisory Board, Henkel
Nederland B.V., Nieuwegein, The Netherlands
Member of the Board of Directors,
Henkel Norden AB, Stockholm, Sweden
Member of the Board of Directors,
Henkel Norden Oy, Vantaa, Finland
HANS RUPRECHT *
KURT WITTMANN * 4
residing in Herzogenaurach, Germany
residing in Markt Bibart, Germany
Vice President Customer Service Central Europe
West, adidas AG
Full-time member of the Works Council
Herzogenaurach, adidas AG
First Deputy Chairman of the Works Council
Herzogenaurach, adidas AG 5
Employee representative, court-appointed
with effect from June 24, 2016 and until
October 6, 2016:
UDO MÜLLER * 4
NASSEF SAWIRIS 2
ROSWITHA HERMANN
residing in Herzogenaurach, Germany
residing in London, Great Britain
Director Future, adidas AG
Chief Executive Officer, OCI N.V., Amsterdam, The
Netherlands
Chairwoman of the Works Council
Herzogenaurach, adidas AG
——
Member of the Board of Directors,
LafargeHolcim Ltd., Jona, Switzerland
Mandates within the OCI N.V. Group:
——
MICHAEL STORL
Full-time member of the Works Council
Herzogenaurach, adidas AG
Member of the Board of Directors, OCI
Partners LP, Wilmington, Delaware, USA
STANDING COMMITTEES
Steering Committee — Igor Landau (Chairman), Sabine Bauer *, Willi Schwerdtle
General Committee — Igor Landau (Chairman), Sabine Bauer *, Roland Nosko*, Willi Schwerdtle
Audit Committee — Herbert Kauffmann (Chairman), Dr. Wolfgang Jäger*, Dr. Stefan Jentzsch, Hans Ruprecht *
Finance and Investment Committee — Igor Landau (Chairman), Sabine Bauer *, Dr. Wolfgang Jäger *, Herbert Kauffmann
Nomination Committee — Igor Landau (Chairman), Kathrin Menges, Willi Schwerdtle
Mediation Committee pursuant to § 27 section 3 Co-Determination Act (MitbestG) — Igor Landau, Sabine Bauer *, Willi Schwerdtle,
Heidi Thaler-Veh*
* Employee representative.
1 Until May 4, 2015.
2 Since June 15, 2016.
3 Until January 12, 2016.
4 Since October 6, 2016.
5 Since November 15, 2016; formerly full-time member of
the Works Council Herzogenaurach, adidas AG.
19
1
To our S hareholders
Supervisory Board Report
RYRT
ISO O
RV EP
PE D R
SU AR
BO
20
AU
D
AN N
L
R MA
Y
O
IG H A I RH E I S O R
C F T RV
O U PE D
S OA R
B
1
To our S hareholders
Supervisory Board Report
DEAR SHAREHOLDERS,
We look back on an extremely successful financial year 2016. Thanks to strong brands and partnerships in the
world of sport as well as a consistent focus on our consumers’ needs, which is reflected in attractive products and
inspiring marketing campaigns, the company was able to achieve a significant increase in sales and earnings. In
this respect, the earning targets set at the beginning of the year were clearly exceeded. The high level of desirability
currently experienced by our core brands adidas and Reebok around the globe has contributed significantly to
this. These successful developments are the result of numerous measures which have been implemented in the
context of the strategic business plan ‘Creating the New’, which was introduced in 2015. Double-digit growth rates
in nearly all regions – also, and above all, in the priority market North America – and in all key categories show that
the company’s success is based on a broad range of success factors. The sale of the Mitchell & Ness brand and
the plan to sell the golf brands TaylorMade, Adams Golf and Ashworth were two major strategic decisions which
were made last year and which will allow the company to focus even more strongly on the core competencies in
the areas of footwear and apparel in the future. Furthermore, with Kasper Rorsted taking over as Chief Executive
Officer, adidas made sure that the transition at the helm of the company was as smooth as possible. Therefore, the
company is extremely well positioned to continue growing profitably this year and in the years to come.
SUPERVISION AND ADVICE IN DIALOGUE WITH THE EXECUTIVE BOARD
In the year under review, we performed all of our tasks laid down by law, the Articles of Association and the Rules
of Procedure carefully and conscientiously. We regularly advised the Executive Board on the management of the
company and diligently and continuously supervised its management activities. We assured ourselves of the legality,
expediency and regularity of the management activities and found that there were no objections to be raised.
The Executive Board involved us directly and in a timely and comprehensible manner in all of the company’s
fundamental decisions. After in-depth consultation and examination of the detailed information submitted to us
by the Executive Board, we approved individual transactions where required by law.
The Executive Board informed us extensively and in a timely manner through written and oral reports. This
information covered all relevant aspects of the company’s business strategy, business planning, including finance,
investment and personnel planning, the course of business and the company’s financial position and profitability.
We were also kept up to date on matters relating to the risk situation, risk management and compliance as well
as all major decisions and business transactions.
The Executive Board always explained immediately and in a detailed manner any deviations in business performance
from the established plans, and the Supervisory Board as a whole discussed these matters in depth.
The Executive Board regularly provided us with comprehensive written reports for the preparation of our meetings.
We thus always had the opportunity to critically analyse the Executive Board’s reports and resolution proposals
within the committees and within the Supervisory Board as a whole and to put forward suggestions before passing
resolutions after in-depth examination and consultation. In the periods between our meetings, the Executive Board
also provided us with extensive, timely monthly reports on the current business situation.
In the year under review, we held five regular meetings of the entire Supervisory Board as well as one extraordinary
meeting by way of a conference call. The attendance rate of the members in the Supervisory Board meetings was 97%
in the year under review. All committee meetings, with the exception of one Audit Committee meeting from which one
member was excused, were always fully attended. The external auditor, KPMG AG Wirtschaftsprüfungsgesellschaft
(hereinafter referred to as ‘KPMG’), attended all regular meetings of the Supervisory Board, insofar as no Executive
Board matters were dealt with. KPMG also attended all meetings of the Audit Committee.
21
1
To our S hareholders
Supervisory Board Report
In the periods between meetings, the Supervisory Board Chairman and the Audit Committee Chairman maintained
regular contact with the Chief Executive Officer and the Chief Financial Officer, conferring on matters such as
corporate strategy, business development and planning, the risk situation and risk management as well as
compliance. In addition, the Executive Board immediately informed the Supervisory Board Chairman about any
significant events of fundamental importance for the management and for evaluating the situation and development
of the company, where necessary also at short notice.
TOPICS FOR THE ENTIRE SUPERVISORY BOARD
Our consultations and examinations focused on the following topics:
SITUATION AND BUSINESS DEVELOPMENT
The development of sales and earnings, the employment situation as well as the financial position of the company
and the business development of the company’s individual business areas and markets were presented to us in
detail by the Executive Board at the Supervisory Board meeting following the close of the respective quarter and
were discussed regularly. Further topics which were always discussed were the possible impact of global economic
developments as well as the development of our individual brands and markets.
In February 2016, the Supervisory Board dealt with retail profitability. At the Supervisory Board meetings in May and
August, the Supervisory Board addressed the topic ‘Digital Brand Commerce’. In this context, a report was given on
the initiation of the next ‘digital transformation’ stage. Digital transformation is of major importance for adidas as
consumers communicate and share information on various different digital platforms – from social media to apps
– and increasingly only via mobile devices, with e-commerce and digital communication being closely interwoven.
In August 2016, the Executive Board also informed us about the current status of target achievement in the context
of the long-term strategic business plan ‘Creating the New’ for the period until 2020.
Against the background of the planned relocation from Canton to Boston in the USA, at the November 2016 meeting
of the Supervisory Board, the Executive Board explained the corresponding new developments and measures
taken at Reebok USA.
TRANSACTIONS REQUIRING SUPERVISORY BOARD APPROVAL
In accordance with statutory regulations and the Rules of Procedure of the Supervisory Board, certain transactions
and measures require a formal resolution or the prior approval of the Supervisory Board.
The topic of our February meeting was, after thorough discussion, the resolution on the 2016 Budget and Investment
Plan presented by the Executive Board. In March, we resolved upon the resolutions to be proposed to the 2016 Annual
General Meeting, including the proposal regarding the appropriation of retained earnings for the 2015 financial year.
At the meetings in February and May, the Executive Board presented to us the new Employee Stock Purchase Plan
and we approved the Plan Rules. At our March meeting, the Executive Board informed us about the current status
of the strategic review regarding a possible sale of parts of the golf segment. At our meetings in May, August and
November, the Executive Board updated us about the respective current status of the negotiations regarding the
planned sale of the golf brands TaylorMade, Adams Golf and Ashworth.
COMPOSITION OF THE EXECUTIVE BOARD
Following in-depth discussions about the resolution proposal prepared by the General Committee on the appointment
of Kasper Rorsted as successor to the long-standing Chief Executive Officer Herbert Hainer, we resolved at our
extraordinary meeting in January 2016 to appoint Kasper Rorsted as full member of the Executive Board with effect
from August 1, 2016 and as Chief Executive Officer with effect from October 1, 2016, and to conclude his Executive
22
1
To our S hareholders
Supervisory Board Report
Board service contract. As Kasper Rorsted was already available to assume his new position from summer 2016,
Herbert Hainer had agreed to relinquish his Executive Board mandate effective September 30, 2016. At our May
meeting, we discussed in detail the termination agreement to be concluded with Herbert Hainer and subsequently
approved it.
In March 2016, we resolved to renew Eric Liedtke’s mandate as member of the Executive Board prematurely and
to extend his Executive Board service contract. With this personnel decision, we acknowledged his outstanding
performance and ensure continuity on the Executive Board.
EXECUTIVE BOARD COMPENSATION
All matters regarding Executive Board compensation were prepared comprehensively by the General Committee,
as provided for in the Rules of Procedure of the Supervisory Board, explained to the Supervisory Board as a whole
and submitted for resolution.
Each year at our February meeting of the entire Supervisory Board, the main subject is Executive Board compensation.
At this meeting, following an in-depth review of the performance of the individual Executive Board members and
their respective achievement of the targets set in the 2015 Performance Bonus Plan, we resolved upon the bonuses
to be paid to the Executive Board members based on the 2015 Performance Bonus Plan. Furthermore, we also
discussed in detail the criteria and key targets for the 2016 Performance Bonus Plan and the individual bonus
target amounts and resolved upon them for each Executive Board member.
In line with the German Corporate Governance Code (hereinafter referred to as the ‘Code’), in the year under
review we commissioned an external, independent compensation expert to review the structure of the Executive
Board compensation and the individual compensation levels of the Executive Board members. The review found
that the compensation meets the requirements of the German Stock Corporation Act (Aktiengesetz – AktG) and of
the Code. However, current compensation levels could be oriented even more towards market standards. At our
meetings in February and November, we considered in detail the results of the review of the compensation levels
and structure. We agreed with the compensation expert’s assessment.
CHANGES ON THE SUPERVISORY BOARD
In the year under review, the Annual General Meeting resolved on May 12, 2016 in accordance with a proposal put
forward by the Executive Board and the Supervisory Board to increase the number of Supervisory Board members
from twelve to sixteen. Two of the four additional Supervisory Board members were to be elected by the Annual
General Meeting and two were to be elected by the employees.
As further shareholder representatives on the Supervisory Board, the Annual General Meeting on May 12, 2016
elected Ian Gallienne and Nassef Sawiris. As additional employee representatives, Roswitha Hermann and Michael
Storl were appointed by court with effect from June 24, 2016 upon request of adidas AG’s Central Works Council.
Their term of office ended with the announcement of the election result of the employees supplementary election
on October 6, 2016. In this supplementary election, Udo Müller and Kurt Wittmann were elected as employee
representatives.
With regard to the representation of women and men, the Supervisory Board complies with the statutory minimum
quota pursuant to § 96 section 2 sentences 1, 3 and 4 AktG. Both the shareholder representatives and the employee
representatives resolved in accordance with § 96 section 2 sentence 3 AktG that the minimum quota of 30% women
and 30% men on the Supervisory Board shall be fulfilled separately for the shareholder representatives and the
employee representatives.
23
1
To our S hareholders
Supervisory Board Report
The term of office of all Supervisory Board members, including the four members who were elected as new
shareholder or employee representatives in the supplementary election, will expire as scheduled at the end of the
Annual General Meeting in May 2019.
CORPORATE GOVERNANCE
The Supervisory Board regularly monitors the application and further development of the corporate governance
regulations within the company, in particular the implementation of the regulations of the Code.
In March, an intra-year change was made to the Declaration of Compliance dated February 15, 2016, declaring
another deviation from the Code. The updated 2016 Declaration of Compliance was made permanently available
to our shareholders on our corporate website. The amendment had become necessary because for one of the
two shareholder representative seats on adidas AG’s Supervisory Board, which were newly created as part of
the enlargement of the Supervisory Board (in this respect, see ‘Changes on the Supervisory Board’ above), the
Supervisory Board had resolved to propose to the Annual General Meeting a candidate for election who holds more
than three mandates on supervisory boards in group-external public listed companies or supervisory bodies of
group-external companies with similar requirements.
At our meeting on February 13, 2017, we discussed in depth the current 2017 Declaration of Compliance and then
resolved upon it and made it permanently available to our shareholders on our corporate website.
At our November meeting, after the conclusion of the election of the additional employee representatives on the
Supervisory Board, the targets set by the Supervisory Board for its composition in February 2016 were discussed
by the enlarged entire Supervisory Board and then confirmed.
In view of the EU Market Abuse Regulation, which came into force on July 3, 2016, we dealt with the respective
new statutory regulations, in particular with the new regulations regarding ‘managers’ transactions’ and ‘insider
rules’, in May 2016.
The topic of the Supervisory Board meetings in August and November were the results of the efficiency examination
of the Supervisory Board carried out on the basis of a comprehensive, company-specific questionnaire in the 2015
financial year. On the basis of the analysis of the efficiency examination, a corresponding catalogue of measures
was prepared and its implementation was discussed.
In the year under review, no conflicts of interest arose in regard to the Executive Board members. There were also
no conflicts of interest within the Supervisory Board. In order to avoid a potential conflict of interest, the Supervisory
Board member involved in the subject matter described in the following neither participated in the respective
discussions nor in the resolutions.
In December 2015, the Supervisory Board approved the conclusion of a three-year contract, effective January 1, 2016,
with a company in which one Supervisory Board member is involved. The order volume to be confirmed annually
by the Supervisory Board was approved by the Supervisory Board for the 2017 financial year at its meeting in
November 2016.
Further information on corporate governance within the company can be found in the Corporate Governance Report. see Corporate Governance Report including the Declaration on Corporate Governance, p. 27
EFFICIENT COMMITTEE WORK
In order to perform our tasks in an efficient manner, we have established a total of six standing Supervisory Board
committees.
The committees prepare resolutions and topics for the meetings of the entire Supervisory Board. Within the legally
permissible framework and in appropriate cases, we have furthermore delegated the Supervisory Board’s authority
24
1
To our S hareholders
Supervisory Board Report
to pass certain resolutions to individual committees. With the exception of the Audit Committee, the Supervisory
Board Chairman also chairs all the standing committees. The committee chairpersons inform the Supervisory Board
about the content and results of the committee meetings at the subsequent meeting of the entire Supervisory Board.
—— The Steering Committee did not meet in the year under review.
—— The General Committee held four meetings in the 2016 financial year. The main focus of the meetings was the
preparation of the resolutions of the Supervisory Board as a whole, detailed individually above, in particular the
resolution on the targets for the 2016 Performance Bonus, the target achievement of the 2015 Performance
Bonus and the determination of the Executive Board compensation and the review of its appropriateness.
—— The Audit Committee held five meetings in the year under review. The Chief Financial Officer and the auditor
were present at all meetings and reported to the committee members in detail.
In addition to the supervision of the accounting process, the committee’s work also focused on the comprehensive
review of the first quarter report, the first half year report and the report on the first nine months together
with the Chief Financial Officer and the auditor before the respective dates of publication, also the preliminary
examination of the annual financial statements and the consolidated financial statements for 2015, including the
combined Management Report of adidas AG and the Group, as well as the Executive Board’s proposal regarding
the appropriation of retained earnings. Following an in-depth review of the audit reports with the auditor, the
committee decided to recommend that the Supervisory Board approve the 2015 annual financial statements
and consolidated financial statements. In addition, after obtaining the auditor’s declaration of independence and
after conclusion of a disclosure agreement, the Audit Committee prepared the Supervisory Board’s proposal
to the Annual General Meeting concerning the selection of the auditor of the annual financial statements and
the consolidated financial statements for the 2016 financial year and for the quarterly financial statements
and interim management reports for the 2016 financial year and the first quarter of the 2017 financial year.
Following extensive discussion by the committee, the priority topics for the audit of the 2016 annual financial
statements and consolidated financial statements were determined and the audit assignment was granted. In
this regard, the implications of the EU Auditor Reform were also discussed and permitted non-audit services
and a fee cap for non-audit services were resolved upon.
Furthermore, the Audit Committee dealt intensively with the monitoring of the effectiveness of the risk
management system, the compliance management system, the internal control system and the internal audit
system. Moreover, the committee addressed the findings of Internal Audit and the audit plan.
Furthermore, at every meeting of the Audit Committee, the Chief Compliance Officer gave regular reports.
—— The Finance and Investment Committee held two meetings in the year under review, one of which was held
by way of a conference call.
At its April meeting, the committee dealt with the sale of the Mitchell & Ness brand and approved its divestiture
to a newly founded company which is majority-owned by Juggernaut Capital Partners. Against the background
of the share buyback programme initiated in autumn 2014, the committee discussed the commencement of a
third tranche based on the authorisation granted by the Annual General Meeting in May 2016 and approved the
proposal of the Executive Board to repurchase shares up to and including January 31, 2017.
—— The Nomination Committee held one meeting in February 2016 by way of a conference call and, against the
background of the planned increase in the number of Supervisory Board members (in this respect, see ‘Changes
on the Supervisory Board’ above), prepared the resolution on two additional shareholder representatives’
candidates for election to the Supervisory Board which was to be proposed to the Annual General Meeting.
—— The Mediation Committee, established in accordance with the German Co-Determination Act (Mitbestimmungsgesetz — MitbestG), did not have to be convened in 2016.
25
1
To our S hareholders
Supervisory Board Report
EXAMINATION OF THE 2016 ANNUAL FINANCIAL STATEMENTS
AND CONSOLIDATED FINANCIAL STATEMENTS
KPMG audited the 2016 consolidated financial statements prepared by the Executive Board in accordance with
§ 315a German Commercial Code (Handelsgesetzbuch – HGB) in compliance with IFRS and issued an unqualified
opinion thereon. The auditor also approved without qualification the 2016 annual financial statements of adidas AG,
prepared in accordance with HGB requirements, and the combined Management Report of adidas AG and the Group.
The financial statements, the proposal put forward by the Executive Board regarding the appropriation of retained
earnings and the auditor’s reports were distributed by the Executive Board to all Supervisory Board members in
a timely manner. We examined the documents in depth, with a particular focus on legality and regularity, in the
presence of the auditor at the Audit Committee meeting held on March 3, 2017 and at the Supervisory Board’s
March 7, 2017 financial statements meeting, during which the Executive Board explained the financial statements
in detail. At both meetings, the auditor reported the material results of the audit with a focus on the priority topics
of the year under review as agreed with the Audit Committee and was available for questions and the provision of
additional information. The auditor did not report any significant weaknesses with respect to the internal control
and risk management system relating to the accounting process. We also discussed in depth with the Executive
Board the proposal concerning the appropriation of retained earnings, which provides for a dividend of € 2.00 per
dividend-entitled share and adopted this increase to € 2.00 compared with the previous year under consideration of
the company’s good financial situation and future prospects as well as the expectations of our shareholders. Based
on our own examinations of the annual and consolidated financial statements, we came to the conclusion that there
are no objections to be raised. At our financial statements meeting, therefore, following the recommendation of
the Audit Committee, we approved the audit results and the financial statements prepared by the Executive Board.
The annual financial statements of adidas AG were thus approved.
EXPRESSION OF THANKS
On behalf of the entire Supervisory Board, I wish to thank the members of the Executive Board, including Kasper
Rorsted, who has been a Board member since August 1, 2016 and Chief Executive Officer since October 1, and all
adidas employees around the world for their tremendous personal dedication and their ongoing commitment, as
well as the employee representatives for their good collaboration.
Moreover, we would like to thank Herbert Hainer, who resigned from the Executive Board at his own request at the
end of September, for his tremendous contribution to the company’s great success over the past three decades.
During his 15-year term of service as Chief Executive Officer, thanks to his outstanding leadership and expertise,
sales increased more than three-fold, the number of employees four-fold, profits five-fold and the company’s
value rose from € 3 billion to € 30 billion. What is more, with Herbert Hainer at the helm, adidas became the most
sustainable company in Europe and one of the most attractive employers in the world. We would like to express
our gratitude and respect for these outstanding achievements.
For the Supervisory Board
IG O R LA NDAU
Chairman of the Supervisory Board
March 2017
26
1
To our S hareholders
Corporate Governance Report including the Declaration on ­C orporate Governance
CORPORATE GOVERNANCE REPORT
INCLUDING THE DECLARATION ON
­CORPORATE GOVERNANCE 1
Corporate Governance stands for responsible and transparent management and corporate control oriented towards a sustainable
increase in value. We are convinced that good corporate governance is an essential foundation for sustainable corporate success and
enhances the confidence placed in our company by our shareholders, business partners, employees and the financial markets. The
following report includes the Corporate Governance Report and the Declaration on Corporate Governance issued by the Executive
Board and Supervisory Board.
DECLARATION BY THE EXECUTIVE BOARD AND
SUPERVISORY BOARD OF ADIDAS AG ON THE GERMAN
CORPORATE GOVERNANCE CODE PURSUANT
TO § 161 GERMAN STOCK CORPORATION ACT
(AKTIENGESETZ – AKTG)
is of the opinion that an extended length of membership of individual
Supervisory Board members may, in the individual case, be in the
interest of the company and of those entitled to elect members to
the Supervisory Board, which would not be taken into consideration
if there was a general limit.
The Executive Board and Supervisory Board of adidas AG issued
their last Declaration of Compliance pursuant to § 161 AktG on
February 15, 2016 and made an intra-year change on March 3, 2016.
For the period from the publication of the last complete Declaration
of Compliance, the following Declaration refers to the German
Corporate Governance Code (hereinafter referred to as the ‘Code’)
as amended on May 5, 2015, which was published in the Federal
Gazette on June 12, 2015.
Maximum number of non-group mandates held by
members of the Supervisory Board
(section 5.4.5 subsection 1 sentence 2)
One member of the Supervisory Board, Ian Gallienne, holds
more than three mandates in supervisory bodies of non-group
companies with similar requirements. Ian Gallienne is Co-Chief
Executive Officer of Groupe Bruxelles Lambert (GBL). GBL is a
holding company and, in its capacity as a professional investor
represented by, inter alia, its Co-Chief Executive Officer, regularly
holds mandates in supervisory bodies of its portfolio companies. All
companies in which Ian Gallienne holds mandates in supervisory
bodies are portfolio or group companies of GBL and these mandates
thus have to be attributed to his main occupation as Co-Chief
Executive Officer. Therefore, we are of the opinion that, as regards
its intent and purpose, the recommendation of section 5.4.5
subsection 1 sentence 2 is not applicable to Ian Gallienne. However,
as a precaution, we declare a deviation based on the good reasons
set out above. Moreover, the Supervisory Board has assured itself
that Ian Gallienne has sufficient time to perform his Supervisory
Board mandate at adidas AG.
The Executive Board and Supervisory Board of adidas AG declare
that the recommendations of the ‘Government Commission on the
German Corporate Governance Code’ have been and are met with
the following deviations:
Definition of the target level of provision
(section 4.2.3 subsection 3)
For Executive Board members of adidas AG initially appointed on
or after October 1, 2013 and for Executive Board members to be
appointed in future, there are defined contribution pension plans
which, due to their structure, do not aim to reach a defined target
level of provision. In the view of the Supervisory Board, this structure
leads to a higher degree of control and future planning capability with
regard to the company’s expenses for pension plans.
Herzogenaurach, February 13, 2017
For the Executive Board
KASPER RORSTED
Chief Executive Officer
Specification of a regular limit of length of membership
for Supervisory Board members
(section 5.4.1 subsection 2 sentence 1)
In accordance with section 5.4.1 subsection 2 sentence 1 of the
Code, the Supervisory Board has specified concrete objectives for its
composition. However, it has not specified a regular limit of length of
membership for Supervisory Board members. The Supervisory Board
For the Supervisory Board
IGOR LANDAU
Chairman of the Supervisory Board
The aforementioned Declaration of Compliance dated February 13,
2017 has been published on and can be downloaded from our website.  www.adidas-group.com/s/corporate-governance
1The Corporate Governance Report including the Declaration on Corporate Governance
is an unaudited section of the Group Management Report.
27
1
To our S hareholders
Corporate Governance Report including the Declaration on ­C orporate Governance
SUGGESTIONS OF THE GERMAN CORPORATE
GOVERNANCE CODE FULFILLED
In addition to the recommendations, the Code contains a number
of suggestions for good and responsible corporate governance,
compliance with which is not required to be disclosed separately by
law. adidas is fully compliant with all suggestions of the Code.
At the Supervisory Board meetings, the Executive Board reports
in writing and orally on the agenda items and resolution proposals
and answers all questions from the individual Supervisory Board
members. The CEO and the CFO maintain regular contact and
consult with the Chairman of the Supervisory Board and the Audit
Committee Chairman on key aspects of strategy, planning and
business development as well as on questions of risk management
and compliance within the company.
DUAL BOARD SYSTEM
As a globally operating public listed company with its registered seat
in Herzogenaurach, Germany, adidas AG is, inter alia, subject to the
provisions of German stock corporation law. A dual board system,
which assigns the management of the company to the Executive
Board and advice and supervision of the Executive Board to the
Supervisory Board, is one of the fundamental principles of German
stock corporation law. These two boards are strictly separated both
in terms of members and of competencies. In the interest of the
company, however, both Boards cooperate closely.
COMPOSITION AND WORKING METHODS
OF THE SUPERVISORY BOARD
Our Supervisory Board consists of 16 members. It comprises eight
shareholder representatives and eight employee representatives
in accordance with the German Co-Determination Act
(Mitbestimmungsgesetz – MitbestG). see Supervisory Board, p. 18 The
shareholder representatives are elected by the shareholders at the
Annual General Meeting, and the employee representatives by the
employees. The last periodic election took place in 2014. In the 2016
financial year, supplementary elections of the Supervisory Board took
place. The term of office of the current members of the Supervisory
Board expires at the end of the 2019 Annual General Meeting.
COMPOSITION AND WORKING METHODS
OF THE EXECUTIVE BOARD
The composition of our Executive Board, which consists of five
members, reflects the international character of our company.
No member of the Executive Board has accepted more than a
total of three supervisory board mandates in non-group listed
companies or in supervisory bodies of non-group companies
with similar requirements. see Executive Board, p. 16 The Executive
Board is responsible for independently managing the company,
determining the company’s strategic orientation, agreeing this with
the Supervisory Board and ensuring its implementation. Further, it
defines business targets, company policy and the organisation of the
company. Additionally, the Executive Board ensures appropriate risk
management and risk controlling as well as compliance with statutory
regulations and internal guidelines. It is bound to the company’s
interest and obligated to strive for a sustainable increase in company
value.
Irrespective of the Executive Board’s overall responsibility, its
members are individually responsible for managing their respective
business areas in accordance with the Executive Board’s Business
Allocation Plan. There are no Executive Board committees. The CEO
is responsible in particular for leading the entire Executive Board as
well as for guiding business development, including the coordination
of the business segments, brands and markets. The members of
the Executive Board keep each other informed on all significant
developments in their business areas and align on all cross-functional
measures. Further details on collaboration within the Executive Board
are governed by the Rules of Procedure of the Executive Board and
the Business Allocation Plan. These documents specifically stipulate
requirements for meetings and resolutions as well as for cooperation
with the Supervisory Board.
At its meeting in November 2016, due to the supplementary election
of the Supervisory Board in the 2016 financial year, the Supervisory
Board confirmed the following objectives for its composition, which
were last resolved upon in February 2016 in accordance with the
recommendations of the Code:
—— The composition of the Supervisory Board including members
——
——
——
——
with international background shall be maintained to the current
extent. Diversity in terms of expertise and experience on the
grounds of origin, education or professional activity shall continue
to be taken into account in the future.
The number of women on the Supervisory Board, namely four, but
no less than the number stipulated by law, shall be maintained.
Furthermore, one woman shall be a member of the Nomination
Committee.
As in the past, all members of the Supervisory Board shall be
independent. This presupposes that all employee representatives
also in principle meet the independence criteria as defined by
the Code. Substantial, not merely temporary conflicts of interest
shall be avoided.
The members of the Supervisory Board shall dispose of sufficient
time for performing their mandate.
The age limit of, in general, 72 years at the time of election shall
be taken into account.
In accordance with the reasons stated in the Declaration of
Compliance, we do not follow the recommendation to specify a regular
limit of length of membership for Supervisory Board members.
28
1
To our S hareholders
Corporate Governance Report including the Declaration on ­C orporate Governance
The Supervisory Board’s proposal with regard to shareholder
representative candidates for the supplementary election was
prepared by the Nomination Committee. For its recommendations,
the Nomination Committee took into consideration the statutory
requirements, the requirements of the Code and the Rules of
Procedure of the Supervisory Board as well as the objectives and
criteria determined by the Supervisory Board for its own composition.
Together, the members of the Supervisory Board have the knowledge,
skills and professional expertise required to properly perform their
tasks. All of them are familiar with the sector in which the company
operates. As they furthermore have extensive knowledge of various
professional fields and many years of international experience,
they bring a broad spectrum of expertise and experience to the
performance of the Supervisory Board’s function. The number of
female Supervisory Board members currently amounts to four.
Assuming all of the employee representatives in principle meet
the independence criteria for Supervisory Board members as
defined by the Code, in the Supervisory Board’s assessment, all
of its members are independent. The members of our Supervisory
Board do not exercise directorships or similar positions or advisory
tasks for key competitors of the company. Further, they do not have
business or personal relations with adidas AG, its Executive Board
and Supervisory Board or a controlling shareholder which may cause
a substantial and not merely temporary conflict of interest. The age
limit of, in general, 72 years at the time of election was taken into
account in the selection process. The composition of the Supervisory
Board consequently fully complies with the specified set of objectives.
The basis for every Supervisory Board function is the personal
qualification of the Supervisory Board members. Therefore, additional
important criteria will also be considered when nominating candidates
for election. Personality, integrity and sufficient diversity in terms of
expert and industry knowledge as well as particular experience, e.g.
in the fields of accounting or annual auditing, will continue to be taken
into account as at present. Also, the best interests of the company
play a decisive role when nominating candidates for election.  www.
adidas-group.com/s/supervisory-board
FURTHER ­I NFORMATION ON CORPORATE GOVERNANCE
More information on topics covered in this report can be found on our website www.adidas-group.com/s/corporate-governance
including:
——
——
——
——
——
——
Articles of Association
Rules of Procedure of the Executive Board
Rules of Procedure of the Supervisory Board
Rules of Procedure of the Audit Committee
Supervisory Board Committees (composition and tasks)
CVs of Executive Board members and Supervisory Board members
The Supervisory Board supervises and advises the Executive Board in
questions relating to the management of the company. The Executive
Board regularly, expeditiously and comprehensively reports on
business development and planning as well as on the risk situation
including compliance and coordinates the strategy of the company
and its implementation with the Supervisory Board. The Supervisory
Board examines and approves the annual financial statements of
adidas AG and the adidas Group, taking into consideration the auditor’s
reports, and resolves upon the proposal of the Executive Board on the
appropriation of retained earnings. Additionally, it resolves upon the
resolution proposals to be presented to the Annual General Meeting.
Certain business transactions and measures of the Executive Board
with fundamental significance are subject to prior approval by the
Supervisory Board or by a Supervisory Board committee.
The Supervisory Board is also responsible for the appointment and
dismissal of members of the Executive Board. When appointing
members of the Executive Board, the Supervisory Board pays attention
to the best possible composition of the Executive Board. Inter alia,
experience, industry knowledge and personal expert qualifications
play an important role in this regard. The Supervisory Board further
determines the Executive Board compensation system, examines it
regularly and decides on the individual overall compensation of each
Executive Board member. To this end, the relation between Executive
Board compensation and that of senior management and employees
overall is taken into account, also in terms of its development over
time. Further information on Executive Board compensation is
compiled in the Compensation Report. see Compensation Report, p. 32
In order to increase the efficiency of its work and to deal with complex
topics, the Supervisory Board has formed six permanent expert
committees from within its members, which, inter alia, prepare its
resolutions and, in certain cases, pass resolutions on its behalf. These
committees are the Steering Committee, the General Committee,
the Audit Committee, the Finance and Investment Committee, the
Mediation Committee in accordance with § 27 section 3 MitbestG and
the Nomination Committee. The chairmen of the committees report
to the entire Supervisory Board on the results of the committee work
on a regular basis. The composition of the committees can be found
in our overview of the Supervisory Board. Further information on the
committees’ tasks is available on our website. see Supervisory Board, p. 18  www.adidas-group.com/s/supervisory-board-committees
Apart from the tasks and responsibilities, the Rules of Procedure of
the Supervisory Board and of the Audit Committee also set out the
individual requirements expected of the members and the procedure
for meetings and passing resolutions. These Rules of Procedure are
available on our website. The Supervisory Board Report provides
information on the activities of the Supervisory Board and its
committees in the year under review. see Supervisory Board Report, p. 21
29
1
To our S hareholders
Corporate Governance Report including the Declaration on ­C orporate Governance
The members of the Supervisory Board are individually responsible
for undertaking any necessary training and professional development
measures required for their tasks and, in doing so, are supported by
adidas AG. The company informs the Supervisory Board regularly
about current legislative changes as well as opportunities for external
training, and provides the Supervisory Board with relevant specialist
literature.
AVOIDING CONFLICTS OF INTEREST
Every two years, the Supervisory Board and the Audit Committee
examine the efficiency of their work by means of questionnaires
and individual interviews. As a result, suggestions for even better
cooperation can be made. The last efficiency examinations were
conducted in 2015.
The members of the Executive Board and Supervisory Board are
obligated to disclose any conflicts of interest to the Supervisory Board
without any delay. Substantial transactions between the company
and members of the Executive Board or persons in a close relation
with them require Supervisory Board approval. Contracts between
the company and members of the Supervisory Board also require
Supervisory Board approval. The Supervisory Board reports any
conflicts of interest, as well as the handling thereof, to the Annual
General Meeting. In the year under review, neither the members of
the Executive Board nor the members of the Supervisory Board faced
conflicts of interest, with the exception of the matter outlined in the
Supervisory Board Report. see Supervisory Board Report, p. 21
COMMITMENT TO THE PROMOTION OF THE
EQUAL PARTICIPATION OF WOMEN AND MEN
IN LEADERSHIP POSITIONS
SHARE OWNERSHIP OF AND SHARE TRANSACTIONS
CONDUCTED BY THE EXECUTIVE BOARD AND
SUPERVISORY BOARD
When filling leadership positions in the company, the Executive
Board takes diversity into consideration and especially aims for an
appropriate consideration of women. The Supervisory Board is also
convinced that an increase in the number of women in leadership
positions within adidas is necessary to ensure that, in the future, an
increased number of female candidates are available for Executive
Board positions. The Supervisory Board thus supports the diversity
and inclusion initiatives of the company, particularly concerning the
promotion of women in leadership positions. see Our People, p. 72
At the end of the 2016 financial year, individual ownership of shares
in the company or related financial instruments held by members
of the Executive Board and the Supervisory Board was below 1%
of the shares issued by adidas AG. The same applies for the total
number of shares held by all members of the Executive Board and
the Supervisory Board.
Pursuant to the ‘Law on Equal Participation of Women and Men in
Leadership Positions in the Private and Public Sector’ the following
targets have been determined for adidas AG:
—— On August 5, 2015, the Supervisory Board of adidas AG resolved
to appoint a woman to the Executive Board of adidas AG by
June 30, 2017 at the latest.
—— On July 2, 2015, the Executive Board of adidas AG resolved to
increase the female representation on the first management
level below the Executive Board of adidas AG to 18% by June 30,
2017. The female representation on the second management
level below the Executive Board is to be increased to 30% within
the same implementation period.
—— With regard to the quota of women and men on the Supervisory Board, the Supervisory Board complies with the statutory
minimum quota pursuant to § 96 section 2 sentences 1, 3 and 4
AktG. Both the shareholder representatives and the employee
representatives resolved in accordance with § 96 section 2
sentence 3 AktG that the minimum quota of 30% women and 30%
men on the Supervisory Board shall be fulfilled separately for the
shareholder representatives and the employee representatives.
An overview of the managers’ transactions notified to adidas AG by
persons discharging managerial responsibilities pursuant to § 15a
German Securities Trading Act (Wertpapierhandelsgesetz – WpHG)
and Article 19 of the Market Abuse Regulation is published on our
website.  www.adidas-group.com/s/managers-transactions
RELEVANT MANAGEMENT PRACTICES
Our business activities are oriented towards the legal systems in the
various countries and markets in which we operate. This implies a high
level of social and environmental responsibility. Further information
on company-specific practices which are applied in addition to
statutory requirements, such as our Code of Conduct, on compliance
with working and social standards, environmental responsibility,
chemical management and our social commitment is available
in this Annual Report and on our website. see Sustainability, p. 78  http://www.adidas-group.com/en/sustainability/managing-sustainability/general-approach/
COMPLIANCE AND RISK MANAGEMENT
Compliance with laws, internal and external provisions and
responsible risk management are part of corporate governance at
adidas. Our compliance management system is organisationally
linked to the company’s risk and opportunity management system.
As part of our global ‘Fair Play Concept’, the compliance management
system establishes the organisational framework for company-wide
awareness of our internal rules and guidelines and for the legally
compliant conduct of our business. It underscores our strong
commitment to ethical and fair behaviour in our own organisation and
30
1
To our S hareholders
Corporate Governance Report including the Declaration on ­C orporate Governance
also sets the parameters for how we deal with others. The risk and
opportunity management system ensures risk-aware, opportunityoriented and informed actions in a dynamic business environment in
order to guarantee the competitiveness and sustainable success of
adidas. see Risk and Opportunity Report, p. 118
FURTHER INFORMATION ON THE PRINCIPLES
OF OUR MANAGEMENT
More information on topics covered in this report can be found
on our website at www.adidas-group.com
including:
——
——
——
——
——
——
——
TRANSPARENCY AND PROTECTION OF
SHAREHOLDERS’ INTERESTS
It is our goal to inform all institutional investors, private shareholders,
financial analysts, business partners, employees and the interested
public about the company’s situation, at the same time and to an equal
extent, through regular, transparent and up-to-date communication.
We publish all essential information, such as press releases, ad
hoc announcements and voting rights notifications as well as all
presentations from roadshows and conferences, all financial reports
and the financial calendar on our website. With our comprehensive
Investor Relations activities, we maintain close and continuous
contact with our current and potential shareholders.  www.adidas-group.
com/investors see Our Share, p. 41
In addition, we also provide all documents and information on
our Annual General Meeting on our website. The shareholders of
adidas AG exercise their shareholders’ rights at the Annual General
Meeting. Each share grants one vote. Our shareholders are involved in
all fundamental decisions at the Annual General Meeting through their
participation rights. It is our intention to support our shareholders
in exercising their voting rights at the Annual General Meeting. At
our next Annual General Meeting, taking place on May 11, 2017 in
Fuerth (Bavaria), we will again provide our shareholders with the
best possible service. Shareholders have the possibility, inter alia, to
electronically register for the Annual General Meeting through our
shareholder portal or to participate in voting by granting powers of
representation and voting instructions online to the proxies appointed
by the company. Further, all shareholders can follow the Annual
General Meeting in full length live on the company’s website, subject
to technical availability of the website.
ACCOUNTING AND ANNUAL AUDIT
adidas 
AG prepares the annual financial statements in
accordance with the provisions of the German Commercial Code
(Handelsgesetzbuch – HGB) and the Stock Corporation Act. The
annual consolidated financial statements are prepared in accordance
with the principles of the International Financial Reporting Standards
(IFRS), as adopted by the European Union (EU).
KPMG AG Wirtschaftsprüfungsgesellschaft was appointed as auditor
for the 2016 annual financial statements and annual consolidated
financial statements by the Annual General Meeting. The Supervisory
Board had previously assured itself of the auditor’s independence. see Auditor’s Report, p. 209
31
Code of Conduct
Sustainability
Social commitment
Risk and opportunity management and compliance
Information and documents on the Annual General Meeting
Managers’ transactions
Accounting and annual audit
1
To our S hareholders
Compensation Report
COMPENSATION REPORT
The Compensation Report is a component of the combined Management Report and outlines the principles of the compensation
system for the members of the Executive Board and Supervisory Board as well as the level and structure of the compensation in
accordance with the legal requirements and the recommendations of the German Corporate Governance Code (the ‘Code’) as amended
on May 5, 2015. For adidas, transparent and comprehensible reporting on the compensation of the Executive Board and Supervisory
Board is an essential element of good corporate governance.
COMPENSATION OF THE EXECUTIVE
BOARD MEMBERS
In case of 100% target achievement, the total compensation (without
COMPENSATION SYSTEM
Following preparation by the Supervisory Board’s General
Committee, the compensation system for our Executive Board and
the total compensation of each member of the Executive Board is
determined and regularly reviewed by the entire Supervisory Board.
The compensation and personnel topics dealt with by the Supervisory
Board and General Committee for the year under review are described
in the Supervisory Board Report. see Supervisory Board Report, p. 21
The compensation system is geared towards creating an incentive
for successful, sustainably value-oriented corporate development
and management. Against this background, more than 50% of the
variable target compensation component is based upon multi-year
performance criteria. The variable compensation components are
designed in such a way that the incentive to achieve the long-term
targets decisive for the multi-year variable target compensation
component is higher than the incentive to achieve the targets decisive
for being granted the one-year variable compensation component.
Corresponding contractual provisions ensure that this weighting can
be maintained in the future. In terms of the appropriateness of the
Executive Board compensation, when determining the compensation,
the Supervisory Board takes into consideration factors such as the
size and the global orientation, the economic situation, the success
and outlook of the company, as well as the common level of the
compensation in comparison with peer companies and with the
compensation structure applicable for other areas of the company.
To this end, the relation between the Executive Board compensation
and that of senior management and employees overall is taken into
account, both in total and in terms of its development over time,
with the relevant groups of persons having been determined by the
Supervisory Board. In addition, when determining the compensation,
the tasks and contribution of each Executive Board member to the
company’s success, their individual performance as well as the overall
performance of the Executive Board are taken into consideration. The
compensation system aims to appropriately remunerate exceptional
performance, while diminishing variable compensation when targets
are not met. Thus, in the Supervisory Board’s opinion, an appropriate
level of compensation, which is reviewed annually by the Supervisory
Board and adjusted if required, can be ensured.
other benefits and pension payments) is made up of around one-third
fixed compensation and around two-thirds performance-related
compensation components. In addition, there are various pension
commitments. Moreover, at its equitable discretion, the Supervisory
Board may grant a special bonus in case of extraordinary performance
by an Executive Board member which is not related to performance
criteria that were already decisive for granting the Performance
Bonus or the LTIP Bonus. Such special bonus is limited to a maximum
of 100% of the annual fixed salary of the calendar year for which the
special bonus is granted.
The compensation system for the members of the Executive Board
which has been applicable since the 2015 financial year was adopted
by the shareholders at the Annual General Meeting on May 7, 2015.
It consists of the following components:
Non-performance-related components
Fixed compensation
The fixed compensation consists of the annual fixed salary, which is
based, inter alia, on the tasks and responsibilities of the individual
Executive Board member. It is paid in twelve equal monthly
instalments and generally remains unchanged during the term of
the service contract.
Other benefits
The other benefits primarily consist of paying for, or providing the
monetary value of, non-cash benefits and of other benefits such
as contributions to insurance schemes normal for the market,
assumption of relocation costs, the provision of a company car or
the use of the internal driver service. The total amount of these
other benefits is capped at 5% of the total compensation comprising
the fixed salary and a (possible) Performance Bonus granted in the
respective financial year.
Performance-related components
Performance Bonus
As the annual variable component, the Performance Bonus serves
as compensation for the Executive Board’s performance in the past
financial year in line with the short-term development of the company.
At the beginning of the financial year, the Supervisory Board
establishes the differently weighted performance criteria with their
respective clear targets, and determines the individual amount of the
32
1
To our S hareholders
Compensation Report
01 COMPENSATION OF THE EXECUTIVE BOARD MEMBERS
Fixed compensation
Fixed compensation is paid out monthly
in twelve equal instalments.
2016 Performance Bonus
For the performance criteria determined
at the beginning of the 2016 financial
year, see the section ‘2016 Performance
Bonus’ on page 35.
LTIP 2015/2017
For the performance criteria determined in
the 2015 financial year, see the section LTIP
2015/2017 on page 35.
The bonus amount is payable following
approval of the consolidated financial
statements of the past financial year.
Payout of the LTIP Bonus will be effected after
the 2017 consolidated financial statements are
approved.
Target direct
compensation
(in case of 100%
target achievement)
Cap of overall
compensation
(maximum
compensation)
Fixed compensation
Fixed compensation
2016 Performance Bonus
The Performance Bonus is capped at a maximum of
150% of the individual Bonus target amount. If the
overall degree of target achievement lies at or below
50%, the Executive Board member is not entitled to the
Performance Bonus.
One-year performance-related compensation
Performance Bonus target amount for each member of the Executive
Board, based on a target achievement of 100% (Bonus target amount).
The target values of the individual performance criteria include
threshold values; if the target achievement of this performance
criterion is below these threshold values, it is valued at zero. This
means that if targets are clearly not achieved a Performance Bonus
may not be paid at all.
At the end of the financial year, the precise target achievement of
each Executive Board member, which is based on a comparison of the
predefined target values with the values achieved in the year under
review, is examined. The sum of these degrees of target achievement
constitutes the factor by which the Bonus target amount is multiplied.
The result is the individual amount of the Performance Bonus to be
paid (bonus amount). Moreover, when determining the bonus amount,
all other sustainable performance by the Executive Board can be
taken into account in an appropriate manner. The bonus amount is
capped at a maximum of 150% of the individual Bonus target amount.
If the overall degree of target achievement lies at or below 50%, the
Executive Board member is not entitled to the Performance Bonus.
If an Executive Board member takes or leaves office during a
financial year, the Performance Bonus is generally calculated pro
rata temporis based on the degree of target achievement determined
at the end of the financial year. In certain cases defined in the Terms
& Conditions of the Performance Bonus, entitlement to the payout of
a Performance Bonus is generally forfeited, unless the Supervisory
Board determines otherwise at its equitable discretion.
The bonus amount is payable following approval of the consolidated
financial statements of the past financial year.
LTIP 2015/2017
The LTIP Bonus is capped at a maximum of 150% of the individual LTIP target
amount. If the overall degree of target achievement lies at or below 50%, the
Executive Board member is not entitled to the LTIP Bonus.
For the ultimate evaluation of the Executive Board’s performance, qualitative
criteria such as the further development of company health management as
well as occupational health and safety, are taken into account.
Multi-year performance-related compensation
Long-Term Incentive Plan (LTIP Bonus)
Based on the Long-Term Incentive Plan 2015/2017 (LTIP 2015/2017)
measured over a three-year period, the LTIP Bonus serves – in
line with sustainability-oriented development of the company – as
compensation for the long-term performance of the Executive
Board. On this basis, at the beginning of the 2015 financial year,
the Supervisory Board defined the performance criteria oriented
towards sustainable growth of the company and also defined the
individual amount of the LTIP Bonus target amount for each Executive
Board member, based on a target achievement of 100% (LTIP target
amount).
At the end of the 2017 financial year, the precise target achievement
of each Executive Board member, which is based on a comparison of
the predefined target values with the values achieved at the end of the
three-year period covering the years 2015 to 2017, will be examined.
The sum of these degrees of target achievement constitutes the
factor by which the LTIP target amount is multiplied. The result is
the individual amount of the LTIP Bonus to be paid (bonus amount).
Payout of the LTIP Bonus will be effected after the 2017 consolidated
financial statements are approved.
The LTIP Bonus is capped at a maximum of 150% of the individual
LTIP target amount. If the overall degree of target achievement lies at
or below 50%, the Executive Board member is not entitled to the LTIP
Bonus. If an Executive Board member takes or leaves office during
the term of the LTIP 2015/2017 (Performance Period), the LTIP Bonus
is generally calculated on a pro rata basis. In certain cases defined
in the Terms & Conditions of the LTIP 2015/2017, entitlement to the
payout of an LTIP Bonus is generally forfeited, unless the Supervisory
Board determines otherwise at its equitable discretion.
33
1
To our S hareholders
Compensation Report
Pension commitments
The pension entitlement of the Executive Board members Herbert
Hainer, Glenn Bennett and Robin J. Stalker, who were appointed
before September 30, 2013 and who were active members in the
2016 financial year, will be covered by the defined benefit pension
plans granted to them. The Executive Board members Kasper
Rorsted, Roland Auschel and Eric Liedtke, who were appointed after
September 30, 2013, were granted defined contribution pension plans.
The defined benefit pension plans granted to the Executive Board
members Roland Auschel and Eric Liedtke for the period from their
appointment until December 31, 2014 were converted into defined
contribution pension plans with effect from January 1, 2015. In future,
Executive Board members appointed by the Supervisory Board will
also be granted defined contribution pension plans.
As part of the pension commitments, an amount equalling a
percentage determined by the Supervisory Board, which is related
to the individual annual fixed salary, is credited to the virtual pension
account of the individual Executive Board member each year. The
Supervisory Board annually resolves on this percentage, which most
recently was set at 50%. When making its decision, the Supervisory
Board takes into account the targeted individual pension level and
the resulting annual and long-term expenses for the company. The
pension assets existing at the beginning of the respective calendar
year shall yield a fixed interest rate of 3% p.a., however for no longer
than until the pension benefits initially become due. As a rule, interest
shall be credited as at the close of December 31 in each calendar year,
and on the due date in the year in which the pension benefit is first
due. Entitlement to the pension benefits becomes vested immediately.
Defined benefit pension plans
Starting from a base amount totalling 10% 1 of the respective
The entitlements to pension benefits comprise pensions to be received
upon reaching the age of 65, or, on application, early retirement
pensionable income granted in the pension plan, a module of two
or three percentage points 2 of the pensionable income is created
for each Executive Board member for each full year of tenure as an
Executive Board member.
pensions to be received upon reaching the age of 62 (early pensions),
or invalidity and survivors’ benefits.
As its targeted level of provision, the Supervisory Board has
determined for the Executive Board members a pension entitlement
amounting to a maximum of 50% 3 of an Executive Board member’s
pensionable income. The amount of pensionable income currently
equals the individual fixed annual salary indicated in the table
‘Benefits granted’.
The pension benefits comprise retirement pensions to be received
upon reaching the age of 65 as well as disability and survivors’
benefits.
In the event that an Executive Board member leaves the company
prior to reaching retirement age, the non-forfeiture of the pension
entitlement will be in line with legal provisions. The pension
entitlement is not, as legally envisaged, reduced pro rata temporis,
i.e. it amounts to at least the base amount of the pension commitment
made to the Executive Board member, plus the pension modules
accumulated annually during the term of office.
Following the pension-triggering event, ongoing pensions are
On occurrence of the pension-triggering event, the pension benefits
generally correspond to the balance of the pension account including
accumulated interest on that date. In case of invalidity or death prior
to reaching the age of 62, for the minimum coverage, the Executive
Board member’s pension account will be credited with the outstanding
pension contributions for the time until the Executive Board member
would have reached the age of 62, but no longer than for 120 months
(without interest accrual). The pension benefits due upon death of
the Executive Board member are payable to the widow, the widower
or the registered civil partner and the children entitled to pension
benefits as joint creditors.
At the Executive Board member’s choice, the payout of all pension
benefits is made either as a one-time payment or in up to ten equal
annual instalments. If no choice is made by the Executive Board
member, the pension benefits are paid out in three equal annual
instalments. As a rule, in case of a payout in annual instalments,
the instalment will be paid out in January of the respective year.
The still outstanding instalments of the benefit phase bear the
maximum interest rate of the first due date of the pension benefits
for the calculation of the actuarial reserve according to the German
Actuarial Reserve Ordinance (DeckRV) for life insurance companies.
adjusted in line with the development of state pensions.
Defined contribution pension plans
The defined contribution pension plans, each in the form of a direct
commitment, basically have the same structure as the existing
‘adidas Management Pension Plan’ for managers.
Insolvency insurance for the pension commitments granted to the
Executive Board members as of October 1, 2013 is ensured by the
integration of the pension plans in the existing trust model, the
Contractual Trust Arrangement (CTA).
1Deviating provision for Glenn Bennett: instead of his initial appointment date (effective
March 6, 1997), January 1, 2000 is used for the calculation of his pension entitlements with a
base amount of 20% of pensionable income; initial appointment of Herbert Hainer: effective
March 6, 1997; initial appointment of Robin J. Stalker: effective January 30, 2001.
2Increase of the annual pension components of Glenn Bennett and Robin J. Stalker to three
percentage points of the pensionable income effective March 6, 2015.
3 For Herbert Hainer, the targeted level of provision is 40%.
34
1
To our S hareholders
Compensation Report
adidas Management Pension Plan
Executive Board members 4 who belonged to the group of senior
executives of adidas AG prior to their Executive Board appointments
will at the time of their retirement receive additional payments from
the ‘adidas Management Pension Plan’. Until their appointment
as Executive Board members, adidas AG had contributed pension
components under these supplementary provisions which were
introduced for all of these senior executives of the company in 1989.
Commitments to Executive Board members
upon premature termination of tenure
Executive Board service contracts are usually agreed with a contractual
term of three years. This term will be shortened accordingly if the
Executive Board member reaches the age of 65 prior to expiration.
In case of premature termination of tenure in the absence of
good cause, the Executive Board service contracts cap potential
compensatory payments at a maximum of twice the total annual
compensation, not exceeding payment claims for the remaining period
of the service contract (Severance Payment Cap). In this context, the
total annual compensation means the Executive Board member’s total
compensation paid for the last full financial year prior to departure
from the Executive Board. In calculating the total compensation, a
multi-year variable compensation component and the service costs
will only be taken into consideration with the proportion attributable
to the last full financial year prior to departure. When determining
the total compensation, a possible follow-up bonus 5 is not included,
but the expected total compensation for the current financial year is
considered, taking into account the outlined provisions.
If the service contract is terminated due to a change of control, a
possible severance payment is limited to 150% of the Severance
Payment Cap.
If an Executive Board member dies during his term of office, his
spouse or partner receives or, alternatively, any dependent children
receive, in addition to pension benefits due to contractual stipulations,
the pro rata annual fixed salary for the month of death and the
following three months, but no longer than until the agreed end date
of the service contract.
Commitments to Executive Board members
upon regular termination of tenure
Unless otherwise agreed, upon regular termination of the service
contract, i.e. in case of non-renewal of the service contract or
termination upon reaching the age of 65, the departing Executive
Board member is entitled to receive not only his annual fixed salary
on a pro rata basis up to the date on which he leaves office, but also
a potential pro-rated Performance Bonus and a potential pro-rated
LTIP Bonus as well as, under certain circumstances, a follow-up
bonus 5. The follow-up bonus is payable in two tranches, 12 and 24
months following the end of the contract. There is no entitlement to
a follow-up bonus if the service contract expires after release from
service with continued compensation or if it is terminated for good
cause.
EXECUTIVE BOARD COMPENSATION 2016
2016 Performance Bonus
At the beginning of the 2016 financial year, the Supervisory Board
determined an increase
—— in net income from continuing operations,
—— in net sales of the adidas and Reebok brands in the US
(currency-neutral),
—— in net sales in the adidas Running category ‘Footwear & Apparel’
(global, currency-neutral), and
—— in the popularity of the adidas brand as measured by the Net
Promoter Score (global)
as success parameters with different weightings for the Performance
Bonus. Based on the targets actually achieved, this results in a degree
of target achievement of 150% of the individual Bonus target amount
for the year under review. This percentage simultaneously constitutes
the cap for the payout of the 2016 Performance Bonus.
LTIP 2015/2017
From the LTIP 2015/2017, for which the Supervisory Board determined
as Performance criteria for the 2015 financial year the
—— achievement of a defined net income from continuing operations,
—— increase in the presence on the US market measured/assessed
by the increase in market shares of adidas footwear and an
improvement of the brand’s popularity,
—— increase in the adidas share price over three years and relative
outperformance of the adidas share compared to the DAX-30
price index,
—— increase in profitability of the retail segment,
—— improvement of sustainability measured/assessed by the
improvement of employee satisfaction and an increase in the
percentage of female representation in management positions
within the company
no payout was made given the three-year performance period,
but will be made at the end of the 2017 financial year depending
on the degree of target achievement. For the ultimate evaluation
of the Executive Board’s performance, qualitative criteria such as
the further development of company health management as well as
occupational health and safety are also taken into account.
4 Herbert Hainer, Roland Auschel, Eric Liedtke and Robin J. Stalker.
5This bonus amounts to 75% for Roland Auschel, Glenn Bennett and Eric Liedtke, 100% for
Robin J. Stalker, and 125% for Herbert Hainer and is based on the Performance Bonus granted
to the respective Executive Board member for the last full financial year.
35
1
To our S hareholders
Compensation Report
Commitments to Executive Board members in
connection with termination of tenure
In connection with Herbert Hainer’s termination of tenure by mutual
consent on September 30, 2016, it was agreed that the contractual
commitments on the part of the company will continue to be granted
until expiry of his service contract on March 31, 2017. For this
period, Herbert Hainer receives the following compensation: fixed
compensation in the amount of € 800,000 and other benefits in the
amount of € 14,165. His past service costs for this period amount to
€ 207,295. In accordance with the termination agreement, Herbert
Hainer will receive a Performance Bonus in the amount of € 2,032,500
for the 2016 financial year. For the 2017 financial year, however, he
will not receive a Performance Bonus. In addition, he will receive two
thirds of the LTIP Bonus which the Supervisory Board may decide to
grant in February 2018. For the LTIP Bonus amount, reserves in the
amount of € 4,655,112 have been set up. At the end of April 2018
and at the end of April 2019, he will be paid out 75% and 50%, i.e.
€ 1,524,375 and € 1,016,250, of the Performance Bonus granted to
him for the 2016 financial year as a follow-up bonus. In accordance
with the stipulation in his service contract, he will be paid monthly
compensation in the amount of € 66,667 gross for the post-contractual
competition prohibition for a period of 24 months. This corresponds
to 50% of the last fixed monthly salary. The reserves set up for
compensation for post-contractual competition prohibition amount
to € 1,600,000. Furthermore, Herbert Hainer is entitled to keep his
supervisory board mandate at FC Bayern München AG until the end of
his term of office. The claims to pension payments deriving from the
adidas Management Pension Plan and the pension commitment dated
March 6, 1997, as amended on August 6, 2014, remain unaffected
and will be paid out in accordance with the contractual regulations.
Overall compensation for 2016 in accordance with the Code
Based on the Supervisory Board’s determination outlined above, the
overall compensation of the Executive Board for the 2016 financial
year amounts to € 16.086 million (2015: € 9.177 million). Due to the
high Performance Bonus paid for the successful financial year and
the appointment of Kasper Rorsted as member of the Executive
Board and successor to Herbert Hainer from August 1, 2016, the
total compensation for the year under review is higher than the total
compensation for the 2015 financial year.
The recommendations of the Code to individually disclose the
compensation components for each Executive Board member and
to use the sample tables attached to the Code are implemented in
the following.
Benefits granted in accordance with the Code
In the following table, the benefits granted for the 2015 and 2016
financial years are disclosed including other benefits and service
costs, and also including the maximum and minimum achievable
compensation.
In accordance with the requirements of the Code, the Performance
Bonus is disclosed with the amount granted in case of 100% target
achievement. Pursuant to the recommendations of the Code, the LTIP
Bonus resulting from the LTIP 2015/2017 measured over a three-year
period is to be indicated with the pro rata temporis target amount of
an ‘average probability scenario’ at the time of granting, whereas
adidas AG takes the 100% target amount as a basis.
Pension commitments
The service costs for the pension commitments granted to the
Executive Board members in the 2016 financial year and the cash
values of the vested rights are set out individually:
02 PENSION COMMITMENTS IN 2016 FINANCIAL YEAR IN €
Service costs
Executive Board members incumbent as at December 31, 2016
Kasper Rorsted 1
Roland Auschel
Accumulated pension obligation for the pension
commitments excluding deferred compensation
FY 2015
FY 2016
FY 2015
FY 2016
n.a.
587,372
n.a.
611,250
361,000
360,846
738,627
1,129,796
Glenn Bennett
251,162
260,911
5,778,313
6,994,391
Eric Liedtke
336,000
359,588
724,482
1,192,719
Robin J. Stalker
Total
379,868
346,914
5,051,190
6,060,004
1,328,030
1,915,631
12,292,612
15,988,160
Executive Board members incumbent until September 30, 2016
Herbert Hainer 2
Total
428,648
2,837,209
11,983,870
n.a.
428,648
2,837,209
11,983,870
n.a.
1 Member of the Executive Board as of August 1, 2016 and Chief Executive Officer as of October 1, 2016.
2 Chief Executive Officer and member of the Executive Board until September 30, 2016. The service costs 2016 for Herbert Hainer also comprise the contractually agreed follow-up bonus in the amount
of € 2,540,625 due to his departure with effect from the end of September 30, 2016 as the follow-up bonus is a commitment for other pension benefits in the case of a member leaving office prematurely
which is concluded in advance.
36
1
To our S hareholders
Compensation Report
03 BENEFITS GRANTED IN €
Kasper Rorsted
Executive Board member, Chief Executive Officer
since August 1, 2016 and October 1, 2016
Roland Auschel
Executive Board member, Global Sales
2015
2016
2016 (min.)
2016 (max.)
2015
2016
2016 (min.)
2016 (max.)
Fixed compensation
n.a.
833,333
833,333
833,333
550,000
650,000
650,000
650,000
Other benefits
n.a.
18,800
18,800
18,800
17,742
17,943
17,943
17,943
Total
n.a.
852,133
852,133
852,133
567,742
667,943
667,943
667,943
One-year variable compensation 1
n.a.
625,000
0
937,500
412,000
557,000
0
835,500
Multi-year variable compensation
n.a.
833,333
0
1,250,000
616,667
616,667
0
925,000
LTIP 2015/2017 2
n.a.
833,333
0
1,250,000
616,667
616,667
0
925,000
Total
n.a.
2,310,466
852,133
3,039,633
1,596,408
1,841,609
667,943
2,428,443
Service costs 3, 4
n.a.
587,372
587,372
587,372
361,000
360,846
360,846
360,846
Overall compensation
n.a.
2,897,838
1,439,505
3,627,005
1,957,408
2,202,455
1,028,789
2,789,289
Glenn Bennett
Executive Board member, Global Operations
Fixed compensation
Other benefits
Total
Eric Liedtke
Executive Board member, Global Brands
2015 5
2016 6
2016 (min.)
2016 (max.)
2015
2016
2016 (min.)
2016 (max.)
680,560
721,474
721,474
721,474
516,667
650,000
650,000
650,000
30,993
34,435
34,435
34,435
15,656
13,396
13,396
13,396
711,553
755,909
755,909
755,909
532,322
663,396
663,396
663,396
One-year variable compensation 1
662,132
686,602
0
1,029,903
412,000
557,000
0
835,500
Multi-year variable compensation
901,101
903,665
0
1,355,497
616,667
616,667
0
925,000
LTIP 2015/2017 2
Total
Service costs 3, 4
Overall compensation
901,101
903,665
0
1,355,497
616,667
616,667
0
925,000
2,274,786
2,346,176
755,909
3,141,310
1,560,989
1,837,062
663,396
2,423,896
251,162
260,911
260,911
260,911
336,000
359,588
359,588
359,588
2,525,948
2,607,087
1,016,820
3,402,221
1,896,989
2,196,650
1,022,984
2,783,484
Robin J. Stalker
Chief Financial Officer
Fixed compensation
Other benefits
Total
Herbert Hainer
Chief Executive Officer
until September 30, 2016
2015
2016
2016 (min.)
2016 (max.)
2015
2016 7
2016 (min.)
2016 (max.)
654,603
665,500
665,500
665,500
1,582,258
1,200,000
1,200,000
1,200,000
19,817
20,018
20,018
20,018
34,987
26,917
26,917
26,917
674,421
685,518
685,518
685,518
1,617,245
1,226,917
1,226,917
1,226,917
One-year variable compensation 1
520,000
540,000
0
810,000
1,311,270
1,355,000
0
2,032,500
Multi-year variable compensation
741,800
741,800
0
1,112,700
1,694,000
1,694,000
0
2,541,000
LTIP 2015/2017 2
Total
Service costs 3, 4
Overall compensation
741,800
741,800
0
1,112,700
1,694,000
1,694,000
0
2,541,000
1,936,221
1,967,318
685,518
2,608,218
4,622,515
4,275,917
1,226,917
5,800,417
379,868
346,914
346,914
346,914
428,648
2,837,209
2,837,209
2,837,209
2,316,089
2,314,232
1,032,432
2,955,132
5,051,163
7,113,126
4,064,126
8,637,626
1 Contractually agreed Performance Bonus target amount 2016 for Kasper Rorsted due to his intra-year appointment to the Executive Board with effect from August 1, 2016.
2Contractually agreed LTIP Bonus target amount 2015/2017 due to the appointment of Kasper Rorsted to the Executive Board (with effect from August 1, 2016) during the plan term. Contractually
agreed LTIP Bonus target amount 2015/2017 due to termination of Herbert Hainer‘s Executive Board mandate (with effect from the end of September 30, 2016) during the plan term.
3 Service costs 2016 stated pro rata temporis due to intra-year termination of Herbert Hainer’s Executive Board mandate with effect from the end of September 30, 2016.
4The service costs 2016 for Herbert Hainer also comprise the contractually agreed follow-up bonus in the amount of € 2,540,625 due to his departure with effect from the end of September 30, 2016 as
the follow-up bonus is a commitment for other pension benefits in the case of a member leaving office prematurely which is concluded in advance.
5 Exchange rate 1.10690 $/€ (annual average rate 2016).
6 Exchange rate 1.11005 $/€ (annual average rate 2015).
7Executive Board compensation stated pro rata temporis due to intra-year termination of Herbert Hainer’s Executive Board mandate at the end of September 30, 2016. Herbert Hainer’s service
contract terminates with effect from March 31, 2017. The variable compensation components (Performance Bonus and LTI) granted for the 2016 financial year were already fully earned by Herbert
Hainer during his term of office as Executive Board member. In addition to the overall compensation set out, Herbert Hainer received the following compensation for the period from October 1, 2016
to December 31, 2016: fixed compensation in the amount of € 400,000 and other benefits in the amount of € 7,083. This compensation and the service costs for the period from October 1, 2016 to
December 31, 2016 in the amount of € 98,861 are set out in the Compensation Report as part of the overall payments to former members of the Executive Board.
37
1
To our S hareholders
Compensation Report
04ALLOCATION IN €
Kasper Rorsted
Executive Board member,
Chief Executive Officer
since August 1, 2016 and October 1, 2016
Roland Auschel
Executive Board member, Global Sales
Glenn Bennett
Executive Board member,
Global Operations
2015
2016
2015
2016
2015 1
2016 2
Fixed compensation
n.a.
833,333
550,000
650,000
680,560
721,474
Other benefits
n.a.
18,800
17,742
17,943
30,993
34,435
Total
n.a.
852,133
567,742
667,943
711,553
755,909
One-year variable compensation 3
n.a.
937,500
412,000
835,500
662,132
1,029,903
Multi-year variable compensation
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
LTIP 2015/2017
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
Other
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
Total 4
n.a.
1,789,633
979,742
1,503,443
1,373,685
1,785,813
Service costs 5, 6
n.a.
587,372
361,000
360,846
251,162
260,911
Overall compensation
n.a.
2,377,005
1,340,742
1,864,289
1,624,847
2,046,724
Eric Liedtke
Executive Board member, Global Brands
Robin J. Stalker
Chief Financial Officer
Herbert Hainer
Chief Executive Officer
until September 30, 2016
2015
2016
2015
2016
2015
2016 7
516,667
650,000
654,603
665,500
1,582,258
1,200,000
15,656
13,396
19,817
20,018
34,987
26,917
Total
532,322
663,396
674,421
685,518
1,617,245
1,226,917
One-year variable compensation 3
Fixed compensation
Other benefits
412,000
835,500
520,000
810,000
1,311,270
2,032,500
Multi-year variable compensation
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
LTIP 2015/2017
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
Other
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
944,322
1,498,896
1,194,421
1,495,518
2,928,515
3,259,417
Total 4
Service costs 5, 6
Overall compensation
336,000
359,588
379,868
346,914
428,648
2,837,209
1,280,322
1,858,484
1,574,289
1,842,432
3,357,163
6,096,626
1 Exchange rate 1.11005 $/€ (annual average rate 2015).
2 Exchange rate 1.10690 $/€ (annual average rate 2016).
3 Contractually agreed Performance Bonus target amount 2016 for Kasper Rorsted due to his intra-year appointment to the Executive Board with effect from August 1, 2016.
4The compensation components set out above constitute both the overall compensation for the 2016 financial year and for the previous year, which have to be set out individually in accordance with
German Commercial Law.
5 Service costs 2016 stated pro rata temporis due to intra-year termination of Herbert Hainer’s mandate with effect from the end of September 30, 2016.
6The service costs 2016 for Herbert Hainer also comprise the contractually agreed follow-up bonus in the amount of € 2,540,625 due to his departure with effect from the end of September 30, 2016 as
the follow-up bonus is a commitment for other pension benefits in the case of a member leaving office prematurely which is concluded in advance.
7Executive Board compensation stated pro rata temporis due to intra-year termination of Herbert Hainer’s Executive Board mandate at the end of September 30, 2016. Herbert Hainer’s service
contract terminates with effect from March 31, 2017. The variable compensation components (Performance Bonus and LTI) granted for the 2016 financial year were already fully earned by Herbert
Hainer during his term of office as Executive Board member. In addition to the overall compensation set out, Herbert Hainer received the following compensation for the period from October 1, 2016
to December 31, 2016: fixed compensation in the amount of € 400,000 and other benefits in the amount of € 7,083. This compensation and the service costs for the period from October 1, 2016 to
December 31, 2016 in the amount of € 98,861 are set out in the Compensation Report as part of the overall payments to former members of the Executive Board.
38
1
To our S hareholders
Compensation Report
Allocation in accordance with the Code
Pursuant to the recommendations of the Code, the fixed compensation,
other benefits and the service costs as well as the Performance Bonus
are to be disclosed as an allocation for the financial year in which
the compensation was granted. As stipulated by the Code, the LTIP
Bonus resulting from the LTIP 2015/2017 measured over a three-year
period is disclosed in the year in which the plan ends, i.e. in the 2017
financial year and consequently not in the 2016 financial year (also
not on a pro rata basis).
Overall payments to former members of the Executive Board
and their surviving dependants
In the 2016 financial year, overall payments to former members of
the Executive Board and their surviving dependants amounted to
€ 8.754 million (2015: € 3.524 million). The increase is attributable,
in particular, to the fact that the compensation, the service costs
for the period from October 1, 2016 to March 31, 2017 as well as
the compensation for post-contractual competition prohibition and
the follow-up bonus for the former Chief Executive Officer Herbert
Hainer are included in the total amount. For details, see the section
‘Commitments to Executive Board members in connection with
termination of tenure’. see p. 36
Provisions for pension entitlements for the former members of the
Executive Board who resigned on or before December 31, 2005 and their
surviving dependants were created, amounting to € 45.821 million
(2015: € 42.730 million) in total as at December 31, 2016. The increase
is mainly attributable to a decline in the underlying interest rate from
2.5% to 1.8%.
There are pension commitments towards four former Executive Board
members who resigned after December 31, 2005, which are covered
by a pension fund or a pension fund in combination with a reinsured
pension trust fund. From this, indirect obligations amounting to
€ 29.472 million (2015: € 12.644 million) arise for adidas AG, for
which no accruals were established due to financing through the
pension fund and pension trust fund. This increase is attributable,
in particular, to the resignation of Herbert Hainer and the decline in
the underlying interest rate.
The dynamisation of the pensions paid to former Executive Board
members is effected in accordance with statutory regulations or
regulations under collective agreements, unless a surplus from the
pension fund is used for an increase in pension benefits after pension
payments have already begun.
Review of Executive Board compensation
In the 2016 financial year, the Supervisory Board had the Executive
Board compensation system reviewed with regard to appropriateness
by an independent external compensation expert. In doing so, the
overall target annual compensation of the individual Executive Board
members and the structure of the Executive Board compensation were
examined in detail. This review found that while the compensation
meets the requirements of the German Stock Corporation Act and the
Code, it could be aligned even more closely with customary market
levels.
Miscellaneous
The Executive Board members do not receive any additional
compensation for mandates within adidas. The Executive Board
members have not received any loans or advance payments from
adidas AG.
COMPENSATION OF THE SUPERVISORY
BOARD MEMBERS
COMPENSATION SYSTEM
In accordance with § 18 of adidas AG’s Articles of Association, after the
end of the respective financial year, the members of the Supervisory
Board receive a fixed compensation amount for their function as
well as compensation for the chairmanship of or membership in
committees, in accordance with the Code. For meetings requiring
personal attendance, an attendance fee amounting to € 750 is
granted. Additional variable compensation is not granted to the
Supervisory Board members. Supervisory Board members who have
not been members of the Supervisory Board for the entire financial
year receive a pro-rated amount of compensation.
For the 2016 financial year, each individual member of the Supervisory
Board received € 50,000 as fixed annual compensation; three times
this amount was paid to the Chairman of the Supervisory Board and
twice this amount was paid to each Deputy Chairperson. Members of
the General Committee and of the Finance and Investment Committee
received additional compensation of € 25,000 and members of the
Audit Committee received additional compensation of € 50,000. In
addition to their fixed compensation, the Chairmen of the General
Committee and of the Finance and Investment Committee received a
compensation amount of € 50,000 each, and the Chairman of the Audit
Committee received compensation of € 75,000. The compensation
paid for a committee chairmanship also covers the membership
in such committee. The members of the Steering Committee, the
Mediation Committee, the Nomination Committee and committees
which are established ad hoc do not receive additional compensation.
If a Supervisory Board member is in more than one committee, the
member only receives compensation for his/her task in the committee
with the highest compensation.
39
1
To our S hareholders
Compensation Report
04 COMPENSATION OF THE SUPERVISORY BOARD MEMBERS IN €
2016
Fixed
compensation
2016
Compensation
committee
work
2016
Attendance
fees
2015
Fixed
compensation
2015
Compensation
committee
work
2015
Attendance
fees
Igor Landau
(Chairman of the Supervisory Board, Chairman of the General Committee,
Chairman of the Finance and Investment Committee)
150,000
50,000
5,250
150,000
50,000
8,250
Sabine Bauer
(Deputy Chairwoman of the Supervisory Board, Member of the General
Committee, Member of the Finance and Investment Committee)
100,000
25,000
5,250
100,000
25,000
8,250
Willi Schwerdtle
(Deputy Chairman of the Supervisory Board, Member of the General Committee)
7,500
Supervisory Board members incumbent as at December 31, 2016
100,000
25,000
5,250
100,000
25,000
Ian Gallienne 1
27,322
n.a.
1,500
n.a.
n.a.
n.a.
Dieter Hauenstein
50,000
n.a.
3,750
50,000
n.a.
3,750
Roswitha Hermann 2
14,208
n.a.
750
n.a.
n.a.
n.a.
Dr. Wolfgang Jäger
(Member of the Audit Committee, Member of the Finance and Investment
Committee)
50,000
50,000
6,750
50,000
50,000
7,500
Dr. Stefan Jentzsch
(Member of the Audit Committee)
7,500
50,000
50,000
6,000
50,000
50,000
Herbert Kauffmann
(Chairman of the Audit Committee, Member of the Finance and Investment
Committee)
50,000
75,000
7,500
50,000
75,000
7,500
Katja Kraus
50,000
n.a.
3,000
50,000
n.a.
3,750
Kathrin Menges
50,000
n.a.
3,750
50,000
n.a.
2,250
Udo Müller 3
11,885
n.a.
750
n.a.
n.a.
n.a.
Roland Nosko
(Member of the General Committee)
50,000
25,000
5,250
50,000
25,000
7,500
Hans Ruprecht
(Member of the Audit Committee)
50,000
50,000
7,500
50,000
50,000
7,500
Nassef Sawiris 1
27,322
n.a.
1,500
n.a.
n.a.
n.a.
Michael Storl 2
14,208
n.a.
750
n.a.
n.a.
n.a.
Heidi Thaler-Veh
50,000
n.a.
3,750
50,000
n.a.
3,000
Kurt Wittmann 3
Total
11,885
n.a.
750
n.a.
n.a.
n.a.
906,831
350,000
70,500
800,000
350,000
72,750
1 Supervisory Board member with effect from June 15, 2016.
2 Supervisory Board member for the period from June 24, 2016 to October 6, 2016.
3 Supervisory Board member with effect from October 6, 2016.
Expenses
The Supervisory Board members are reimbursed for necessary
expenses and travel expenses incurred in connection with their
mandates as well as for the VAT payable on their compensation,
insofar as they charge for it separately.
SUPERVISORY BOARD COMPENSATION 2016
Fixed compensation and attendance fees
The total compensation paid to the Supervisory Board in the 2016
financial year amounted to € 1.26 million (2015: € 1.15 million). In
addition, attendance fees totalling € 70,500 (2015: € 72,750) were
paid. The increase in the total compensation for the 2016 financial
year compared to the 2015 financial year is attributable to the fact
that the Annual General Meeting on May 12, 2016 approved the
amendment of the Articles of Association regarding the enlargement
of the Supervisory Board from 12 to 16 members. The term of office of
the two new shareholder representatives commenced with effect from
June 15, 2016. The term of office of the two employee representatives
began with effect from June 24, 2016. see Supervisory Board Report, p. 21
Miscellaneous
The Supervisory Board members have not received any loans or
advance payments from adidas AG.
40
1
To our S hareholders
Our Share
OUR SHARE
Despite a weak start into the year, most international stock markets recovered during the second half of 2016 and ended the year on
a positive note. While the DAX-30 and the EURO STOXX 50 increased by 7% and 1%, respectively, the MSCI World Textiles, Apparel
& Luxury Goods Index declined 1%. The adidas AG share significantly outperformed international stock markets in 2016, driven by
a strong financial performance as well as positive company-specific and sector-related newsflow. As a result, the adidas AG share
reached a new all-time high during the course of the year and ended 2016 with an increase of 67% compared to the prior year, making
it the top performer within the DAX-30 for the second consecutive year. As a result of the strong operational performance in 2016 as
well as Management’s confidence in the strength of the company’s financial position and long-term growth aspirations, we intend to
propose a dividend per share of € 2.00 at our 2017 Annual General Meeting.
INTERNATIONAL STOCK MARKETS SHOW
MIXED PERFORMANCE IN 2016
ADIDAS AG SHARE ONCE AGAIN BEST-PERFORMING
STOCK IN THE DAX-30 INDEX
International stock markets were characterised by a volatile
In 2016, the adidas AG share significantly outperformed international
performance throughout 2016, as reflected by a weak start into the
year and a recovery during the second half. Disappointing economic
data in China, the unexpected outcome of the EU referendum in the
UK (‘Brexit’) as well as declining oil prices put pressure on global
equity markets in the first and second quarter of the year. Accordingly,
the DAX-30 declined 10% in the first half of 2016. However, stabilising
economic data in China as well as recovering oil prices, improving
economic indicators and the extension of the ECB’s quantitative
easing programme until the end of 2017 provided significant support
for international stock markets in the second half of 2016. In addition,
hopes that US President Donald Trump would pursue a pro-growth
policy triggered another stock market rally towards the end of the
year. The DAX-30 benefited from these developments, resulting in
a 19% increase in the second half. In total, the DAX-30 showed an
improvement of 7% for the full year. At the same time, the EURO
STOXX 50 increased 1% in 2016. The Dow Jones was the strongest
performer in 2016 with an increase of 13%, hitting a new all-time high
of 19,975 on December 20, 2016. The MSCI World Textiles, Apparel
& Luxury Goods Index, however, was not able to fully recover in the
second half, leaving the index with a slight decline of 1% at the end
of 2016. see Table 01
stock markets. In particular, the release of strong financial results,
driven by the successful execution of the strategic business plan
‘Creating the New’, which resulted in subsequent increases in the
company’s full year 2016 outlook, strongly supported the positive
trend of the adidas AG share during the course of 2016. In addition,
positive company and sector-related newsflow, including the CEO
succession, the addition of the adidas AG share to the EURO STOXX 50
as well as the company’s third IR Tutorial Workshop, helped to build
further trust in adidas and the company’s ability to sustainably drive
revenues and increase margins in the years to come. Consequently,
the adidas AG share reached a new all-time high of € 159.50 on
October 20, 2016. As a result of some profit-taking and strategic
asset re-allocation executed by capital market participants towards
the end of 2016, the adidas AG share closed the year at € 150.15. This
translates into an increase of 67% compared to the end of December
2015, making the adidas AG share the top performer within the
DAX-30 for the second consecutive year. see Table 02
LEVEL 1 ADR PERFORMS IN LINE WITH COMMON STOCK
Our Level 1 ADR closed 2016 at US $ 78.55, representing an
increase of 62% versus the prior year level (2015: US $ 48.51). The
less pronounced increase of the Level 1 ADR price compared to the
ordinary share price was due to the appreciation of the US dollar
versus the euro at the end of 2016 compared to year-end 2015. The
number of Level 1 ADRs outstanding increased slightly to 8.8 million
at year-end 2016 compared to 8.6 million at the end of 2015. The
average daily trading volume increased to around 101,200 ADRs
in 2016 (2015: around 92,100). Further information on our ADR
Programme can be found on our website.  www.adidas-group.com/adr
01HISTORICAL PERFORMANCE OF THE ADIDAS AG SHARE
AND IMPORTANT INDICES AT YEAR-END 2016 IN %
adidas AG
1 year
3 years
5 years
10 years
298
67
62
199
DAX-30
7
20
95
74
EURO STOXX 50
1
6
42
(20)
(1)
(8)
45
91
MSCI World Textiles, Apparel &
Luxury Goods
Source: Bloomberg.
41
1
To our S hareholders
Our Share
ADIDAS AG SHARE AT A GLANCE
02FIVE-YEAR SHARE PRICE DEVELOPMENT 1
| Dec. 30, 2011
Dec. 30, 2016 |
300
250
200
150
100
50
1 Index: December 30, 2011 = 100.
— adidas AG — DAX-30 — EURO STOXX 50 — MSCI World Textiles, Apparel & Luxury Goods Index
03 THE ADIDAS AG SHARE
Number of shares outstanding 1
2016
2015
shares
201,489,310
200,197,417
Basic earnings per share
€
5.08
3.32 2
Diluted earnings per share
€
4.99
3.32 2
Cash generated from operating activities per share
€
6.73
5.41
Year-end price
€
150.15
89.91
Year high
€
159.50
93.41
Year low
€
83.45
54.61
€ in millions
30,254
18,000
€
2.00 4
1.60
Market capitalisation 3
Dividend per share
payout 3
€ in millions
403
320
Dividend payout ratio 3
%
39.6
47.9 2
Dividend yield
%
1.3
1.8
Shareholders’ equity per share 3
€
32.12
28.30
%
30.1
27.1 2
shares
892,646
1,199,167
Dividend
Price-earnings ratio at year-end
Average trading volume per trading day 5
1 All shares carry full dividend rights.
2 Excluding goodwill impairment of € 34 million.
3 Based on number of shares outstanding at year-end.
4 Subject to Annual General Meeting approval.
5 Based on number of shares traded on all German stock exchanges.
42
Important indices
——
——
——
——
——
——
——
——
——
——
——
——
——
DAX-30
EURO STOXX 50
MSCI World Textiles, Apparel &
Luxury Goods
Deutsche Börse Prime Consumer
Dow Jones Sustainability Indices
(World and Europe)
ECPI Ethical Equity Indices
(Euro and EMU)
ECPI ESG Equity (Euro and World)
Ethibel Sustainability Indices
(Global and Europe)
Euronext Vigeo
(Eurozone 120, Europe 120)
FTSE4Good Index Series
MSCI Global Sustainability Indexes
MSCI SRI Indexes
STOXX Global ESG Leaders
1
To our S hareholders
Our Share
86.46
70
83.45
125.55
104.60
115.05
109.50
102.35
90
95.56
94.98
110
99.34
130
128.45
— 30-day moving average ■ High and low share prices
Dec.
150.15
150
Nov.
137.65
146.75
170
Oct.
147.10
Sep.
131.70
Aug.
159.50
Jul.
149.40
Jun.
155.55
May
145.05
Apr.
156.55
Mar.
145.00
Feb.
116.05
Jan.
114.00
04 2016 ADIDAS AG HIGH AND LOW SHARE PRICES PER MONTH 1 IN €
Source: Bloomberg.
1 Based on daily Xetra closing prices.
ADIDAS AG SHARE MEMBER OF IMPORTANT INDICES
The adidas AG share is included in a variety of high-quality indices
around the world, most importantly the DAX-30 and the MSCI World
Textiles, Apparel & Luxury Goods Index, which comprises our major
competitors. In addition, as of September 16, 2016, the adidas AG
share is a member of the EURO STOXX 50 Index, reflecting the
strong increase of adidas AG’s free-float market capitalisation in
2016. At December 31, 2016, our weighting in the DAX-30, which
is calculated on the basis of free float market capitalisation and
twelve-month share turnover, improved to 2.89% (2015: 2.15%). Our
higher weighting compared to the prior year was due to the increase
in market capitalisation of adidas AG, which more than offset the
decrease in share turnover. Within the DAX-30, we ranked 14 on
market capitalisation (2015: 17) and 12 on turnover (2015: 16) at
year-end 2016. Our weighting in the EURO STOXX 50 Index, which
is based on free-float market capitalisation, amounted to 1.31% on
December 31, 2016. Additionally, in recognition of our social and
environmental efforts, adidas AG is listed in several key sustainability
indices. see Table 03
CONVERTIBLE BOND CLOSES THE YEAR AT € 183.40
In March 2012, adidas AG successfully issued a convertible bond, due
on June 14, 2019, for an aggregate nominal amount of € 500 million.
Proceeds from the offering have allowed the company to further
optimise its debt structure. The bonds were priced with a 0.25%
annual coupon and a conversion premium of 40% above the reference
price of € 59.61, resulting in an initial conversion price of € 83.46 per
share. As a consequence of contractual provisions relating to dividend
protection, the conversion price was adjusted to € 81.57 per share.
This adjustment became effective on May 13, 2016. The bonds are not
callable by the issuer or putable by the bondholders until June 2017.
In 2016, 2,947,127 shares were transferred following the exercise of
conversion rights, all of which were serviced from treasury shares
of the company. The remaining bonds were convertible into up to
3,182,525 million new or existing adidas AG shares. Consequently, as
at December 31, 2016, 48% of the convertible bond was converted.
The convertible bond closed the year at € 183.40, well above the prior
year level of € 125.82. see Note 18, p. 166
DIVIDEND PROPOSAL OF € 2.00 PER SHARE
As a result of the strong operational performance in 2016, the
company’s robust financial position as well as Management’s
confidence in our long-term growth aspirations, the adidas AG
Executive and Supervisory Boards will recommend paying a dividend
of € 2.00 per dividend-entitled share to shareholders at the Annual
General Meeting (AGM) on May 11, 2017. This represents an increase
of 25% compared to the prior year dividend (2015: € 1.60). Subject
to the meeting’s approval, the dividend will be paid on May 16, 2017.
The total payout of € 403 million (2015: € 320 million) reflects a
payout ratio of 39.6% (2015: 47.9%, excluding goodwill impairment
losses) of net income attributable to shareholders, which is within
the target range of between 30% and 50% of net income attributable
to shareholders as defined in our dividend policy. see Table 03
SHAREHOLDER RETURN PROGRAMME CONTINUED
On October 1, 2014, adidas AG announced a multi-year shareholder
return programme of up to € 1.5 billion in total to be completed by
December 31, 2017. The shareholder return programme is being
executed primarily by buying back shares via the stock exchange
43
1
To our S hareholders
Our Share
under the authorisation given by the Annual General Meeting on
May 8, 2014, and on May 12, 2016, for the period through to May 11,
2021. The authorisation covers the repurchase of up to 10% of the
company’s share capital on the stock exchange.
05 SHAREHOLDER STRUCTURE 1
8
On November 7, 2016, adidas AG announced the commencement of
the third tranche of the share buyback programme with an aggregate
acquisition cost of up to € 300 million (excluding incidental purchasing
costs). Within the third tranche up to and including January 31,
2017, adidas AG bought back 2,128,200 shares. This corresponds
to a notional amount of € 2,128,200 in the nominal capital and
consequently 1.02% of the company’s nominal capital. The average
purchase price per share for this third tranche was € 140.96.
87% Institutional investors
4 <1
8% Private investors and undisclosed
holdings
4% Treasury shares
<1% Members of adidas AG
Executive and Supervisory Boards
87
1 As of January 2017.
06 SHAREHOLDER STRUCTURE BY REGION 1, 2
The total number of shares bought back by adidas AG within the
framework of the shareholder return programme since November 7,
2014, amounted to 11,146,969 shares as of January 31, 2017. This
STRONG INTERNATIONAL INVESTOR BASE
Based on our share register, we estimate that adidas AG currently
has slightly more than 60,000 shareholders. In our latest ownership
analysis conducted in January 2017, we identified almost 100% of
our shares outstanding. Institutional investors represent the largest
investor group, holding 87% of shares outstanding. Private investors
and undisclosed holdings account for 8%. Current members of the
Executive and Supervisory Boards hold less than 1% in total. Lastly,
adidas AG currently holds 4% of the company’s shares as treasury
shares, reflecting shares purchased as part of our share buyback
programme which were partly used for shares transferred following
the exercise of conversion rights from the convertible bond. see
Diagram 05
In terms of geographical distribution, the North American market
currently accounts for 40% of institutional shareholdings, followed
by the UK with 21%. Identified German institutional investors hold
8% of shares outstanding. Belgium and France account for 9% and
5%, respectively. 17% of institutional shareholders were identified in
other regions of the world. see Diagram 06
VOTING RIGHTS NOTIFICATIONS PUBLISHED
All voting rights notifications received in 2016 and thereafter in
accordance with §§ 21 et seq. of the German Securities Trading Act
(Wertpapierhandelsgesetz – WpHG) can be viewed on our corporate
website.  www.adidas-group.com/voting_rights_notifications Information on
reportable shareholdings that currently exceed or fall below a certain
threshold can also be found in the Notes section of this Annual Report. see Note 26, p. 173
40% North America
8 5
corresponds to a notional amount of € 11,146,969 in the nominal
capital and consequently 5.33% of the company’s nominal capital.
As at January 31, 2017, adidas AG had successfully completed 60%
of its multi-year shareholder return programme.
9
21% United Kingdom
40
17% Rest of the world
9% Belgium
17
21
8% Germany
5% France
1 As of January 2017.
2 Reflects institutional investors only.
MANAGERS’ TRANSACTIONS REPORTED
ON CORPORATE WEBSITE
Managers’ transactions involving adidas AG shares (ISIN
DE000A1EWWW0) or related financial instruments, as defined by
§ 19 of the European Market Abuse Regulation (MAR), which came
into force on July 3, 2016, conducted by members of our Executive
or Supervisory Boards, by key executives or by any person in close
relationship with these persons, are reported on our website.  www.adidas-group.com/s/managers-transactions In 2016, adidas AG received
five notifications concerning managers’ transactions pursuant to
§ 19 MAR: Igor Landau, Chairman of the adidas AG Supervisory
Board, purchased a total of 20,000 shares in five transactions on
November 15, 2016.
ADIDAS AG SHARE RECEIVES STRONG
ANALYST SUPPORT
Both the company and the adidas AG share continued to receive
strong analyst support in 2016. Around 35 analysts from investment
banks and brokerage firms regularly published research reports
on adidas. The vast majority of analysts are confident about the
medium- and long-term potential of the company. This is reflected
in the recommendation split for our share as at December 31, 2016.
27% of analysts recommended investors to ’buy’ our share (2015:
38%). 56% advised to ‘hold’ our share (2015: 48%) and 17% of the
analysts recommended to ‘sell’ our share (2015: 14%).
44
1
To our S hareholders
Our Share
SUCCESSFUL INVESTOR RELATIONS ACTIVITIES
adidas AG strives to maintain close contact to institutional and
private shareholders as well as analysts. In 2016, Management
and the Investor Relations team further intensified communication
with financial market participants. In total, we spent 47 days on
roadshows (2015: 44) and also spent 28 days presenting at 16 national
and international conferences (2015: 19 days at 13 national and
international conferences). Furthermore, 2016 saw the continuation
of our ‘Investor Relations Tutorial Workshops’, as we hosted one of
these workshops in Herzogenaurach, with more than 100 investors
and analysts attending the event either on site or online. The purpose
of these half-day events is to provide further insights into key
strategic areas as well as topics with high relevance due to specific
circumstances.
For the third time in four years, adidas was awarded a Red Dot
Communication Design Award for its Annual Report, this time even
with the prestigious ‘Best of the Best’ honours. In addition, we ranked
first across all indices in the ‘Best Annual Report’ ranking of German
business magazine ‘Bilanz’, which focuses on the quality of content
and transparency in reporting amongst German corporations. Lastly,
our 2015 Annual Report won a silver award in the ‘Best of Content
Marketing’ competition, Europe’s largest corporate publishing
competition.
EXTENSIVE FINANCIAL INFORMATION
AVAILABLE ONLINE
We offer extensive information around our share as well as the
company’s strategy and financial results on our corporate website.
Our event calendar lists all conferences and roadshows we attend and
provides all presentations for download. In addition to live webcasts
of all major events such as the Annual General Meeting, Investor
Days and our IR Tutorial Workshops, we also offer webcasts of our
quarterly conference calls.  www.adidas-group.com/investors
45
OM
PA
NY
OU
R
CORPORATE STRATEGY
—
adidas Brand Strategy
48
55
60
Reebok Brand Strategy
— GLOBAL OPERATIONS62
67
— RESEARCH AND DEVELOPMENT
72
— OUR PEOPLE
— SUSTAINABILITY78
GROUP MANAGEMENT REPORT
This report contains the Group Manage­­ment Report of the
adidas Group, comprising adidas AG and its consolidated
subsidiaries, and the Manage­ment Report of adidas AG.
47
2
Group M anagement Report – O ur Company
Corporate Strategy
CORPORATE STRATEGY
Everything we do is rooted in sport. Sport is central to every culture and society and is core to an individual’s health and happiness.
With sport playing an increasingly important role in people’s lives, we operate in a highly attractive industry. Through our authentic
sports brands, we push the boundaries of products, experiences and services to drive brand desire and capitalise on the growth
opportunities in sport. The importance of sport, however, goes far beyond that: We believe that, through sport, we have the power to
change lives. And we work every day to inspire and enable people to harness the power of sport in their lives.
OUR MISSION:
TO BE THE BEST SPORTS COMPANY IN THE WORLD
—— Innovation:
We will continue to challenge the boundaries
of functionality, performance and design by leveraging our
extensive R&D expertise within the company and also by
defining Open Source as a key strategic choice. In addition,
enhancing services for customers and consumers alike as well
as implementing improved internal processes and systems are
It is our mission to be the best sports company in the world. Best
means that we design, build and sell the best sports and fitness
products in the world, with the best service and experience. Best is
what our consumers, athletes, teams, partners and media will say
about us. Once people are saying that we are the best, market share,
leadership and profitability will follow.
——
To achieve our mission we focus on the following initiatives:
—— Authentic sports brands: Our brands are driven to create and
——
——
innovate through a common passion for sport and a sporting
lifestyle. At the same time, the adidas and Reebok brands each
have a unique identity and focus on their core competencies.
This approach allows us to develop and create products, experiences and services tailored to the individual needs and desires
of a broad spectrum of consumers, increasing our leverage in
the marketplace.
Investments focused on highest-potential markets and
channels: As a company, we target strong market positions in
all markets in which we compete. However, we have prioritised
our investments based on those markets which offer the best
medium- to long-term growth and profitability opportunities.
In this respect, we have identified extensive growth opportunities in North America and Latin America and aim for dramatic
market share gains. In addition, we place considerable emphasis
on expanding our activities in Greater China and Western Europe
to gain market leadership.
Creating a flexible supply chain: Speed and agility are key to
outpacing the competition, providing a constant flow of new and
relevant products for our consumers and high service levels for
our customers. We are committed to meeting the full range of
consumer needs by providing game-changing technical innovations for sport, creating and driving trends in streetwear through
our sports-inspired lifestyle products, while ensuring constant
product availability in the correct size and colour to the highest
quality standards. see Global Operations, p. 62
other areas where our organisation strives to innovate. see
Research and Development, p. 67
Focusing on sustainability: We are committed to further
striking the balance between shareholder interests and the
needs and concerns of multiple other stakeholders, including
our own employees, the people making our products and the
environment. On our website, we provide detailed information
on the steps we take to have a sustainable positive impact on
society and the planet. see Sustainability, p. 78  www.adidas-group.com/s/
sustainability-strategy
—— Creating
long-term shareholder value: Creating long-term
value for our shareholders drives our overall decision-making
process. Therefore, we are focused on rigorously managing those
factors under our control, making strategic choices that will
drive sustainable revenue and earnings growth and, ultimately,
operating cash flow. We are committed to increasing returns to
shareholders with above-industry-average share price performance and dividends. see Internal Management System, p. 86
STRATEGIC BUSINESS PLAN:
CREATING THE NEW PUTS BRANDS FIRST
In March 2015, we presented our new strategic business plan until
the year 2020 named ‘Creating the New’. At the epicentre of Creating
the New is our ambition to further accelerate growth by significantly
increasing brand desirability. Creating the New therefore focuses
on our brands as they connect and engage us with our consumers.
Its consumer-centric approach is already driving significant
improvements in the desirability of our brands and has increased our
relevance with consumers around the globe. We are gaining market
shares in those categories, cities and markets that we have identified
as future growth drivers for our company.
48
2
G roup M anagement Report – O ur Company
Corporate Strategy
OPEN SOURCE
CULTURE
01 OUR STRATEGY FOR CREATING THE NEW
CIT
FOCUS
S
E
PE
Top-line and
market share growth
IES
BRAND DESIRE
Gross margin expansion
Operating leverage
D
STRATEGIC CHOICES
Being fast will give us decisive competitive advantages. These include:
Our new strategic business plan is based on our unique corporate
culture and built around the three strategic choices that will support
us in intensifying our focus on our consumers and will drive brand
desirability in the years to come: Speed, Cities and Open Source.
—— Improve product availability: Enable constant product availability
Culture
At adidas, we are convinced that a corporate culture of confidence,
creativity and collaboration is key to enable us to create the new. This
culture is defined and inspired by our People Strategy, as our people’s
performance, well-being and knowledge have a significant impact on
brand desire, consumer satisfaction and, ultimately, our financial
performance. We are proud of the strong level of diversity within our
workforce, fostering different ideas, strengths, interests and cultural
backgrounds, as this helps us to better fulfil the needs and multifaceted demands of our consumers around the world. In the future,
our People Strategy will include a stronger focus on developing our
internal talents and increasing women’s representation in leadership
positions. see Our People, p. 72
——
Speed
Driving brand desirability begins with putting our consumers at the
heart of everything we do and serving them in the best possible way.
This involves ensuring that consumers always find fresh and desirable
products where and when they want them and with an unrivalled
brand experience. This, in turn, means to us being able to anticipate
what consumers want and react accordingly in a timely manner. Speed
is therefore a very critical and powerful lever for us and we have set
ourselves the goal to become the first true fast sports company by
2020. see Global Operations, p. 62
and ensure faster delivery of products.
Reduce the risk of overbuying and decrease
end-season clean-up by creating more relevant product
propositions.
Create additional net sales: Capture higher demand with shorter
lead-time production and avoid seasonal product successes going
out of stock.
Generate more contribution: Reduce markdowns on articles sold
by increasing the share of volumes sold at full price.
—— Decrease risk:
——
Over the last years, we have built the foundation for Speed with adidas
neo, in which a big proportion of the product range to date already
runs on so-called ‘Speed programmes’. In 2016, we continued to
adapt the learnings from neo and built Speed capabilities across all
other categories for a defined share of their business, in particular
the adidas brand’s key categories Running, Football, Training and
Originals. In addition, from a market perspective, 2016 saw a further
roll-out of Speed globally, with most markets currently able to
participate in the Speed programmes.
49
2
Group M anagement Report – O ur Company
Corporate Strategy
We are using our industry-leading experience to re-shape our entire
business model end-to-end, from range planning to product creation,
sourcing, supply chain, go-to-market and sales. In this context, we
base our Speed ambitions on three global and centralised initiatives
that are deployed consistently across our markets and channels:
—— Never out of stock: We standardise and strengthen our existing
‘never-out-of-stock’ business proposition by setting a global,
permanent offer with longer life cycles and continuous reproduction and replenishment. This ensures our most iconic and
desired products are permanently available to our consumers.
—— Planned responsiveness: Based on sell-through data, which we
receive and analyse at the beginning of the season, we can better
read demand signals, re-order seasonal products on shorter
lead times and deliver them within the season. By doing so, we
are able to repeat seasonal product successes and fulfil higher
consumer demand than initially forecasted.
—— In-season creation: We plan ranges to be created later in the
Our 2020 targets for Speed: Today, around 15% of our sales are
generated on Speed programmes. It is our ambition to increase the
share of speed-enabled products to at least 50% of our net sales
by 2020, with all key categories contributing to this development.
As these initiatives will put us in a position to provide consumers
with appealing and up-to-date products, we expect this part of our
business to achieve a 20% higher share of full-price sales compared
to the regular range.
season in order to create or capture the latest trends in the
industry. This, in turn, helps us to create unexpected newness
and drive brand desire to new heights.
adidas has defined Cities as one of its strategic choices. Creating the
New therefore focuses on six global cities: London, Los Angeles, New
York, Paris, Shanghai and Tokyo.
The combination of these three initiatives will transform our current
set-up to a new speed-enabled end-to-end business model, with the
goal of winning the consumer with constantly fresh and desirable
products. see Research and Development, p. 67
Starting in 2015, adidas began to disproportionately invest into these
cities in the areas of marketing, retail experiences and organisational
set-up. The primary goal is to connect with the most influential
consumers and elevate the presence and impact of our brands on
the most important global platforms. We will constantly evaluate
our activities and, if necessary, expand our focus of Cities beyond
the initial six named.
Besides focusing on Speed in our current supply chain and production
process, we also look into new, disruptive business models and
technologies to make us faster. A prime example in this area is
our Speedfactory project: using smart manufacturing instead of
centralised production, it brings production to where the consumer
is. It opens doors to the creation of products completely unique to
the fit and functional needs of consumers, through a combination
of the craft of shoemaking and cutting-edge technology. While the
pilot Speedfactory was set up at the end of 2015 in partnership with
industry experts to provide a testing ground for this model, 2016 saw
the introduction of the first pairs of high-performance footwear to
come out of the Speedfactory. Furthermore, in 2016, we announced
the expansion of our Speedfactory production facilities in Ansbach,
Germany, which will begin large-scale production in 2017. As a next
step, we will open a new Speedfactory in Atlanta, USA, in 2017, to
create products more quickly for and closer to the US consumer. see
Global Operations, p. 62 see Research and Development, p. 67
Cities
Major metropolitan centres are playing an increasingly influential role
in shaping global trends and consumers’ perception, perspectives
and decisions. By 2030, it is forecasted that around 60% of the global
population will live in cities. Given this megatrend of urbanisation
and the dominance of a few global mega cities in terms of economic
strength, population size, presence of media and degree of sports
participation as well as their influence on global cultural trends,
We aim to deliver extraordinary experiences to consumers in these
cities across all touchpoints by engaging more deeply with them in
communities where they live, places where they work, fields, courts
and streets where they play and doors where they shop. At the same
time, we strive to create high synergies between our activation and
commercial efforts. This also includes aligning our initiatives with
similar activities of key retail partners.
It is our goal to create an end-to-end ecosystem that connects
consumer communities to relevant products, activation and retail
experiences through the lens of the various sports categories:
—— Consumer communities: We further developed our strong
relationships with consumers who identify with key sports by
cultivating sports communities and tribes directly through our
own resources and in partnership with external groups. Together
with the U.S. Soccer Foundation and the New York City Football
Club, in 2016 adidas announced the launch of the New York City
Soccer Initiative, a public-private partnership that will build and
maintain 50 soccer fields in under-served neighbourhoods across
the five districts over the next five years. Our efforts also include
scaling successful models that were piloted in the past, such as
the Paris Battle Runs, which helped us establish scalable running
communities in France.
50
2
G roup M anagement Report – O ur Company
Corporate Strategy
—— Products:
Open Source
Open Source is a collaboration-based innovation model that aims
to build brand advocacy by opening the brands’ doors to the creator
and by inviting him in to help shape the future of sport and sports
culture with us. Open Source is a mindset that is based on creativity,
collaboration and confidence. It is about learning and sharing, about
starting conversations between the brand, external experts and
consumers and about giving them the chance to have an impact on
what we do.
——
By defining Open Source as one of its strategic choices, adidas intends
to:
—— Provide access for externals to tools and resources we use to
create (e.g. materials, factories, data, experts, athletes, social
platforms and business models).
—— Acquire and nurture creative capital, new insights, skills, competencies and specialised knowledge.
——
We continue to drive a multi-pronged strategy of
product introductions, focused across all six cities, including
global campaign launches and exclusive collections. We amplify
the impact of our product introductions through higher marketing
investments and stock allocations of key strategic products to
these cities, in addition to pursuing more innovative distribution
approaches. Key successes in 2016 included the release of limited
editions such as the adidas UltraBOOST Uncaged Parley or the
Alexander Wang x adidas Originals collection, which both were
exclusively available in our six key cities.
Activation: Based on our commitment to drive meaningful interactions and continuous engagement with our consumers, we
adopt an ‘always on’ approach. In this context, our activation
playbook highlights hyperlocal connections and a relentless
delivery of value and inspiration to individuals and groups.
Through our nine global newsrooms, which span across the entire
world, we drive continuous dialogue with consumers while at
—— Explore new territories to create unprecedented brand value for
the same time leveraging our global assets and local partners
to create special moments for them. For example, in 2016, the
launch of the new football boot concept ‘Glitch’ in London represented a new and revolutionary way to launch a concept digitally
and in the most targeted way. Available through an app, Glitch is
only accessible for an exclusive consumer subset that is invited
to participate in the ecosystem by receiving an online code from
one of the Glitch ambassadors or pro players who were seeded
the boots in late summer.
Retail experiences: The environments where consumers find
and interact with our products are important focus areas for us.
We are committed to providing premium retail experiences to
our consumers with executions that connect, engage and inspire
them. We view our own-retail stores as a valuable point of sale to
excite consumers, by setting high standards for our brand presentations and experiences. In 2016, the opening of our first flagship
store in New York and the remodelling of key concept stores such
as in our key strategic cities Paris and London were important
milestones to further elevate our most important own-retail
destinations. We will apply the learnings from these initiatives
across our entire global distribution, including our wholesale
partner doors.
the consumer beyond mere transactional businesses.
—— Strengthen the consumer’s perception of our brands as leaders
in sport, by providing consumers access to the progress of our
projects and creation processes.
We have defined three strategic initiatives for Open Source:
—— Creative collaborations: Creative collaborations are targeted on
increasing our creative capital through new tools, new environments and new perspectives from outside creative thinkers. They
are meant to give creativity a platform and provide the right tools
for ideas to blossom. With the Brooklyn Creator Farm, a design
space and creation hub, we offer young urban creative talent a
platform and invite them in to fuel innovation in sport with their
ideas, outside any regular seasonal product creation calendars.
In addition, recognising the influence, success and global brand
power that began almost two years ago with YEEZY for adidas
Originals, we announced an unprecedented new alliance in
2016 with adidas + Kanye West, a YEEZY branded entity creating
footwear, apparel and accessories for both genders across street
and sport. The partnership – the most significant collaboration
between a non-athlete and an athletic brand so far – aims at
redefining the future of sport by uniting the technical, innovative
expertise and capabilities of the adidas brand with the visionary
imagination of Kanye West.
Our 2020 targets for Cities: Our Cities initiative is off to a strong start,
as indicated by improvements in key performance indicators such as
NPS and market share. Across all six cities, NPS grew in the course
—— Athlete collaborations: The strategic initiatives of athlete collab-
of 2016 with a relative outperformance versus our key competitors. In
addition, revenues increased at a strong double-digit rate in most of
the six cities, resulting in significant market share gains. We remain
committed to achieving a leading position within these cities, by
doubling revenues by the end of 2020 compared to 2015.
orations aim to build communities of athletes that help shape the
future of their sport with us. The adidas brand has a far-reaching
history in sport, working with top athletes, and will continue to
further strengthen its network around male creator athletes.
In recent years, the brand signed long-term partnerships with
two of the world’s most in-demand athletes – football icon Paul
Pogba and basketball superstar James Harden – who are both
recognised as two of the most creative athletes in world sport,
on and off the pitch. In addition, we aim to further expand our
roster of female influencers in the years to come. In this context,
51
2
Group M anagement Report – O ur Company
Corporate Strategy
——
in 2016, we announced collaborative partnerships with supermodel Karlie Kloss, who joined adidas by Stella McCartney as
the face of its fall/winter 2016 campaign, as well as style icon
and fitness advocate Gigi Hadid, who joined Reebok’s community
of inspiring women as the newest face of the brand’s #PerfectNever movement. Lastly, to directly engage and interact with
a broader consumer community, we continue to focus on our
digital space (e.g. Runtastic) and physical space (e.g. Paris Battle
Run) projects.
Partner collaborations: The strategic initiatives in the area
of partner collaborations intend to open up our knowledge of
sport to collaborate with the best partners in other fields. By
exchanging core competencies, we will create unique value for
our brands and ultimately also for our consumers. The consumer
touchpoints in this field include sport, entertainment experience,
consumer specialists, manufacturing and sustainability as well
as sports health and monitoring. Our partnership with Parley for
the Oceans serves as a prime example. As a Founding Member
of the organisation, our support goes far beyond financial aid to
fund beach clean-ups. In 2016, this partnership took the stage
at the Rio Olympic Games, had football teams FC Bayern Munich
and Real Madrid play in jerseys made of Parley Ocean Plastic and
unveiled the UltraBOOST Uncaged Parley, the first performance
footwear made out of the equivalent of eleven recycled plastic
bottles. The adidas brand is committed to making one million
pairs of running shoes using Parley Ocean Plastic in 2017 and
has restated its ultimate ambition to eliminate virgin plastic from
its supply chain.
Our 2020 targets for Open Source: With Open Source, our 2020 goal
is to embed external creative capital in our processes to extend our
possibilities in creating the future of sport. In the initial phase of
Open Source until 2017, we have identified two key targets. The first
is to drive brand heat and advocacy by inviting consumers to become
part of our creative culture. By the end of 2017, our goal is that 30%
of shared content on our brands through social media and other
channels is user-generated content. Our second target is to grow the
number of users in our digital ecosystem to over 250 million. This will
ensure we are at the pulse of the consumer journey at key moments
and touchpoints in their lives. By using the insights we will generate
from these sources, we will craft better products and services for
our consumers, driving improvements in Net Promoter Score, sales,
market share and profitability.
‘CREATING THE NEW’ ACCELERATION PLAN
At the beginning of 2017, based on the initial success of Creating the
New, which is reflected in the strong financial performance in 2016,
we implemented a number of initiatives to foster brand momentum
and accelerate the overall growth path:
—— Active
——
——
——
management of brand portfolio: Going forward, the
focus of our company will be even more on operating a limited
brand portfolio with a clear focus on our core strength in the
athletic footwear and apparel market. This will allow us to reduce
complexity and pursue our target consumer more aggressively
with both the adidas and the Reebok brand. In this context, in
2016 we announced our decision to exit the golf hardware market
and therefore to sell the TaylorMade, Adams Golf and Ashworth
brands. In addition, we have decided to also actively seek a buyer
for our CCM Hockey business. 1
Sustain momentum for the adidas brand in North America: By
authenticating the brand through sports, accelerating our existing
initiatives and introducing new measures aimed at further
elevating brand desirability amongst US consumers, we want to
strongly improve our market position and significantly increase
profitability in this all-important market.
Drive the digital transformation: Improving our digital capabilities along the entire value chain will enable us to accelerate
building direct relationships with the consumer and drive direct
sales through our eCommerce platform.
Pull value levers across the organisation: By leveraging our
Brand Leadership model, increasing our marketing effectiveness
and improving our overall operating efficiency, we aim to enhance
profitability in the years to come.
FINANCIAL AMBITION UNTIL 2020
Our unique corporate culture and the three strategic choices will be
step-changers with regard to brand desirability and brand advocacy.
In combination with the initiatives that are part of our acceleration
plan, this will enable us:
—— To achieve top-line growth significantly above industry average:
We aim to increase currency-neutral revenues annually between
2015 and 2020 at a rate between 10% and 12% on average.
—— To win significant market share across key categories and
markets: We have defined key categories within the adidas and
Reebok brands that will spur our growth going forward. From a
market perspective, we have defined clear roles for each of our
markets, depending on macroeconomic trends, the competitive
environment and our brand strength in the respective markets.
1 The company refrains from providing detailed strategic updates for its TaylorMade-adidas Golf
and CCM Hockey businesses, due to its focus on the adidas and Reebok brands.
52
2
G roup M anagement Report – O ur Company
Corporate Strategy
—— To improve our profitability sustainably: We plan to substantially
——
improve the company’s profitability, growing our net income from
continuing operations by an average of between 20% and 22%
per year between 2015 and 2020, significantly faster than our
targeted top-line growth.
To deliver on our commitment to increase shareholder returns:
Creating the New includes a strong commitment to generating
increasing returns for our shareholders. Given our firm confidence in the strength of the company’s financial position and
future growth ambitions, we target a dividend payout ratio in a
range between 30% and 50%.
OUR SALES AND DISTRIBUTION STRATEGY:
FOCUS ON OMNI-CHANNEL
Our Global Sales function drives the commercial performance of the
company by converting brand desire into profitable and sustainable
business growth. It is our ambition to deliver the best shopping
experience within the sporting goods industry across all consumer
touchpoints.
ROLE OF OUR GLOBAL MARKETS
Our Global Sales strategy is crafted by a centralised integrated
marketplace team which supports the flawless execution of our
Global Brands strategies and drives operational excellence across
our nine global markets. In a changing global landscape, our diverse
market portfolio is an important asset in maximising the business,
elevating our competitiveness and achieving our ambitions towards
2020. Clear roles have been defined for each of our markets:
Extend: In markets where we are currently the market leader,
we plan to leverage and grow our market leadership. These are
Russia/CIS, Japan and South Korea.
Lead: In markets where we are a strong player but not the number
one yet, we aim for market leadership. These are Western Europe,
Greater China as well as Emerging Markets.
Grow: In markets where we have identified extensive growth
opportunities, we seek dramatic market share gains. These are:
North America, Latin America and Southeast Asia/Pacific.
ROLE OF OUR CHANNELS
With more than 2,800 own-retail stores, more than 12,000
mono-branded franchise stores, over 120,000 wholesale doors and
more than 50 own eCommerce sites, we have an unrivalled network of
consumer touchpoints within our industry. By seamlessly integrating
the channels within our market portfolio, we are uniquely positioned
to pursue and succeed in strategies that not only deliver premium
consumer experiences but also increase the productivity of our
distribution footprint. As we replicate this model to capitalise on
new consumer opportunities through own-retail destinations and
wholesale managed spaces, we are able to create halo effects across
all consumer touchpoints, resulting in further marketplace expansion.
In 2016, we advanced our Global Sales strategy with a number of
initiatives focused on premium consumer experience, productivity
of the sales platform and marketplace expansion.
1. Premium consumer experiences
In order to be ‘omni-present’ for the consumer and to capture the
full sales potential by minimising occasions when consumer demand
is not met, we continue to focus on the following omni-channel
initiatives:
—— ‘Inventory Check’ which allows online shoppers to view in-store
product availability.
—— ‘Click & Collect’ which allows consumers to purchase or reserve
items for pick-up in a local store.
—— ‘Ship from Store’ which allows us to service consumers faster
than before by turning our stores into mini distribution centres
that are closer to consumers.
—— ‘Buy Online, Return to Store’ which not only provides consumers
with a convenient way to return product purchases but also offers
new buying opportunities.
—— ‘Marketplace & Partner Programme’ which expands our online
offering to a larger group of consumers across several channels.
—— ‘Endless Aisle’ which provides in-store visitors with access to our
full range of products through our eCommerce platform.
In 2016, we deployed a strategic mix of these capabilities in our
own-retail operations in Western Europe, North America, Latin
America and Russia/CIS. In this context, a major milestone was
achieved in Western Europe, as we were able to integrate and
expand our relationships with marketplaces and wholesale partners,
including an innovative pilot programme in Berlin where our
own-retail stores started to partner with a leading online retailer to
deliver a premium, same-day shopping experience to our consumers.
In addition, 2016 saw the successful introduction of ‘Endless Aisle’ to
North America with the opening of our new adidas flagship store in
53
2
Group M anagement Report – O ur Company
Corporate Strategy
New York City. In 2017, we will continue to roll out our omni-channel
initiatives across the various markets. For example, in North America,
we will start to connect to selected wholesale partners in order to
create a truly seamless experience for our consumers, independent
of where they shop. In addition, ‘Endless Aisle’ and ‘Click & Collect’
will be rolled out across the North American market.
2. Productivity of sales platform
We are committed to further driving productivity improvements across
our sales platform through a multi-faceted approach:
—— Premium presentation: Our physical selling spaces are an
important factor in driving Net Promoter Score (NPS) and fullprice sell-through. We further evolved the brand experience
through the launch and expansion of premium store concepts
such as Stadium and Neighbourhood for the adidas brand as
well as FitHub for the Reebok brand. Our own-retail environments are designed for scalability and we continue to expand
——
——
——
these concepts and benefit from their impact across channels,
including our wholesale and franchise partners.
Consumer service excellence: In 2016, we further advanced our
successful ‘Connect-Engage-Inspire’ service model, which was
launched in 2015. The model helps us transform the culture
and effectiveness of our own-retail teams, and consumers enjoy
significantly elevated service levels which have proven commercially rewarding through higher conversion rates and increased
average selling prices.
Personalised interaction: Our commitment to deliver a premium
shopping experience is reflected online through our digital brand
flagship stores, adidas.com and reebok.com. E-commerce and
digital communication are powerful tools for our brands to
engage with consumers. In 2016, we combined all our digital
activities in a new function, Digital Brand Commerce, to not only
accelerate our e-commerce business but also expand our effectiveness in all forms of digital communication.
Insight-driven decision-making: We continue to invest in our
analytical capabilities and technical infrastructure to become
faster and more insight-driven in decision-making. Leveraging
data such as cross-channel product sell-through and consumer
purchasing behaviours delivers actionable insights in areas such
as assortment planning and product life cycle management.
3. Marketplace expansion
Our goal is to leverage and scale the success of our initiatives across
our channels in order to better serve consumers. The key contributor
to this approach is controlled space. Whenever we are able to actively
manage the way our brands and products are presented at the point of
sale, the impact on the consumer is in most cases significant. We have
the power to do so in own retail (including eCommerce), in franchise
and in wholesale managed space. By 2020, we aim to generate more
than 60% of our revenues through controlled space.
We leverage own retail as a catalyst to our controlled space ambition.
We amplify our success in own retail by translating key learnings to
franchise stores and expanding franchising as a business model in
existing as well as into new geographies. In 2016, we successfully
launched our adidas flagship in New York City, featuring the new
Stadium concept, which was also implemented at selected wholesale
partners. We expect the flagship to set new standards in terms of
presentation, execution and service that will be replicated across all
other channels. eCommerce will continue to be the fastest-growing
channel that we operate, with revenues expected to grow from below
€ 1 billion in 2016 to € 4 billion in 2020. In wholesale, we will continue
to expand our footprint with a keen focus on prioritised accounts,
targeting important consumer hotspots and trade zones, especially
those that are part of our Cities initiative. Strategic partnerships
to operate controlled space remain an important thrust of this
expansion.
We are confident that our Global Sales focus on both markets
and channels will realise significant wins in our key performance
indicators – brand desirability, net sales, market share and
profitability. see Internal Management System, p. 86
54
2
G roup M anagement Report – O ur Company
Corporate Strategy – adidas Brand Strategy
ADIDAS BRAND STRATEGY
CONSUMER OBSESSION:
CREATING FOR THE CREATORS
MISSION: TO BE THE BEST SPORTS BRAND IN THE WORLD
The adidas brand has a long history and deep-rooted connection with
sport. Its mission is to be the best sports brand in the world, helping
athletes of all levels to make a difference – in their game, in their
lives, in their world. This is anchored in our belief that through sport
we have the power to change lives.
The consumer is at the heart of everything the adidas brand does. By
constantly developing desirable products and inspiring experiences,
the brand strives to build a strong image, trust and loyalty with
consumers. Through Creating the New, the adidas brand has refined
its strategic direction, operational processes and management
incentive system, to foster a culture of consumer obsession in its
organisation.
The adidas brand’s broad and diverse sports portfolio, from major
global sports such as football and running, to regional heartbeat
sports such as American football and rugby, has enabled the brand
to transcend cultures and become one of the most recognised and
iconic global brands.
—— Organisational structure: In 2015, a major reorganisation of roles
and responsibilities at the adidas brand was completed under
the Brand Leadership programme. The aim of this programme
is to provide an organisational structure which enables a
‘consumer-obsessed’ culture that can act with speed, agility and
empower­ment. This has been achieved by adapting the ownership
of decision-making from a horizontal functional model to a
Driven by a relentless pursuit of innovation in sports product
design, development and manufacturing as well as decades of
accumulating sports science expertise, the adidas brand has a truly
unique and comprehensive sports offering. Spanning footwear,
apparel, equipment and services, the brand caters for all, from elite
professional athletes and teams to any individual who wants to make
sport part of their lives.
vertical consumer model, where the business owner, for example
the General Manager of adidas Running, now has clear decisionmaking authority across all functional marketing disciplines. In
addition, our Global Brands organisation now has a centralised,
global role for key decisions relating to the appearance of our
brands and products around the world. With this approach, we
ensure that our product offering in the markets enjoys a high
level of commonality, while at the same time we ensure that
major initiatives such as product launch and communication
activities are managed centrally before they are executed locally
by the markets. In 2016, we implemented additional measures
With this powerful platform, the adidas brand is in a very strong
position for profitable and sustainable growth.
02ADIDAS RUNNING ULTRABOOST UNCAGED
03ADIDAS ORIGINALS NMD_XR1
55
2
Group M anagement Report – O ur Company
Corporate Strategy – adidas Brand Strategy
04ADIDAS TRAINING Z.N.E.
——
05ADIDAS FOOTBALL ACE 17+ PURECONTROL
to capture the full potential of Brand Leadership. The decisions
taken to accelerate Brand Leadership include the creation of a
global merchandising function responsible for developing one
global range architecture to ensure maximum impact of our
creation efforts as well as for the deployment of the global range
into the marketplace. In addition, we have combined all of the
individual digital activities across Brand, Sales, IT and Markets in
a new function, Digital Brand Commerce, to create an industryleading, holistic, digital consumer experience.
Creator archetype: Based on the rapid evolution of sport and
sports culture, with Creating the New, the adidas brand evolved its
consumer segmentation strategy. The consumer grid comprises
six key quadrants, which are not mutually exclusive. Within this
grid, the key is to win the most influential consumers, defined
as the creator archetype. The creator focus is at the top of the
grid, on male and female athletes as well as streetwear hounds.
True to the brand’s values, these influential consumers define
themselves as a work in progress – are all doers, first to adopt,
creating their own inspiring content and are focused on what’s
new and what’s next. A large portion of creators live, play and
work in the world’s most influential and aspirational cities, a
key reason for the company’s Cities strategic choice. In 2017, the
adidas brand will accelerate global and local marketing initiatives
to amplify the brand’s creator positioning in the marketplace with
a specific focus on women’s.
—— Consumer centricity: Companies that pursue a strategy of putting
the consumer’s voice and input as a centrepiece of their operational and decision-making process have proven higher levels
of success in creating brand advocacy. Therefore, investing in
and rolling out a global Net Promoter Score ecosystem is one of
the key change pillars of Creating the New, in order to drive the
adidas brand’s consumer-obsessed ambition in a measurable
and objective manner. The Net Promoter Score (NPS), first introduced in 2015, is the central KPI of the adidas brand’s advocacy
programme. Through this programme, the adidas brand strives
to understand the consumer perception (positive and negative) of
the brand and the key drivers which motivate them to recommend
the brand to their friends. see Internal Management System, p. 86
FRANCHISES: CREATE THE MOST ICONIC
AND DESIRED SYMBOLS IN SPORT
We are convinced that footwear has the highest influence on brand
perception and, more importantly, on innovation, on creativity and
on design perception. Footwear is also the best driver of NPS,
which in turn correlates directly into consumer purchase intent
and our potential to grow market share. Therefore, until 2020, the
adidas brand is placing a higher emphasis in terms of investment
and resources into footwear. In addition, the brand also has a clear
strategy to reduce the number of footwear models, putting a stronger
focus on key franchises that can really make a difference for the
brand.
56
2
G roup M anagement Report – O ur Company
Corporate Strategy – adidas Brand Strategy
Such footwear franchises are defined as long-term concepts that
we commit to for a multi-year period. The goal of franchises is not
only to shape sport, but also to influence culture. They are built to
create trends, rather than follow. They are targeted directly at the
creator consumer through iconic features, stories and functions, and
have the potential to be iterated and expanded over time. The mix
of franchises is expected to be representative of the brand’s annual
category priorities, and their life cycles will be carefully managed, to
ensure longevity and avoid overheating.
In addition, franchises will be prioritised throughout the value chain,
highly leveraging and benefiting from the company’s strategic choices
of Speed, Cities and Open Source. By 2017, the adidas brand expects
its top franchises to represent at least a 30% share of the footwear
business. In 2016, key adidas brand franchises included a blend of
past icons such as the Stan Smith, Gazelle and Superstar as well as
future icons such as the UltraBOOST, PureBOOST X, Ace and NMD.
WOMEN’S: ADDING A NEW DIMENSION
TO DRIVE GROWTH
Winning the female consumer is an imperative for the adidas brand
and offers tremendous growth potential. Women are active in all
sports and, to a large extent, dominate social media and household
shopping behaviour. Given the magnitude of the business opportunity,
in 2016, the adidas brand further invested resources in building a
cross-functional women’s organisation and support infrastructure
to set direction for creative, ranging, merchandising and marketing
and to steer cross-category planning.
The adidas brand will relentlessly focus on five products: the bra,
the tee, the tank, the tights and the running shoe. These are the five
products the brand will innovate against, with the aim to create the
best the industry has ever known in these five items. In 2016, the
first results of this approach proved successful. A key highlight in
this context was the launch of PureBOOST X, an innovative running
shoe designed only for women. The adidas brand teamed up with
female athletes from around the world to study the female foot and
how it moves during running to create the ultimate women’s running
shoe. While most running shoes are adaptations of male shoes,
PureBOOST X was designed with only the female athlete in mind.
In 2016, the adidas brand extended its franchise methodology and
approach to apparel, introducing the Z.N.E. Hoodie as part of the
new Athletics apparel product line, which more extensively bridges
athletes’ style and on-field performance needs and expectations.
The Z.N.E. Hoodie is a perfect example of this new approach, with a
fresh take on traditional pre-game outwear, specifically engineered
to remove distractions and maximise athletes’ focus in the make-orbreak period before they compete.
06 ROLE OF CATEGORIES
Focus Categories
LEAD
GROW
AMPLIFY
AUTHENTICATE
#1 in every market
Dramatic market
share gains
Largest business
in every market
Regional players/
growth business
Football
Originals
Running
neo
Training
Basketball
Heartbeat Sports
Digital
Outdoor
57
2
Group M anagement Report – O ur Company
Corporate Strategy – adidas Brand Strategy
MARKETING INVESTMENTS: MEAN MORE
BY DOING LESS
The adidas brand is focused on creating inspirational and innovative
marketing concepts that drive consumer advocacy and build brand
equity. The brand spends almost half of its marketing investments on
partnership assets, with the remainder on brand marketing activities
such as digital, advertising, point-of-sale and grassroots activations.
The adidas brand intends to decrease the ratio of marketing
investments spent on promotion partnerships to less than 45% by
2020. In addition, the brand will consolidate and focus resources to
have the biggest effect on the creator and brand franchises. This will
be achieved by focusing on three priorities:
—— Reason to believe: By harnessing the brand’s creator positioning,
the emotion of sport, and the power of sport to change lives,
the adidas brand will communicate a reason to believe in the
brand, letting the world know what distinguishes adidas from
the competition.
—— Reason to buy: The second priority is to harmonise and deliver
——
globally consistent and impactful communication around the
brand’s key franchises. By investing more money against fewer
items, the adidas brand will strive to elevate and maintain its
key franchises iconic status, giving the consumer clear and
compelling reasons to buy the product.
Locker room: The locker room is where loyalty is built and
earned. The adidas brand defines the locker room as those places
where athletes are fully immersed in their sport with peers and
friends. It’s the football cage, the run base or the street court.
Until 2020, the brand will therefore significantly step up its grassroots and local activation efforts, led by initiatives in the world’s
most influential cities.
In terms of partnership assets, while reducing the ratio of marketing
spend and number of partnerships, the adidas brand will nonetheless
continue to bring its products to the biggest stages in the world
through:
—— Events: such as the FIFA World Cup, the UEFA EURO, the UEFA
Champions League, Roland Garros (French Open) and the Boston
Marathon.
—— High-profile teams: such as the national federations of Germany,
Spain, Argentina, Russia, Mexico, Colombia, Belgium and Japan,
as well as top clubs such as Manchester United, Real Madrid, AC
Milan, FC Bayern Munich, Juventus and Flamengo in football,
the New Zealand All Blacks and France in rugby, and American
universities such as Miami, Arizona State and Texas A&M.
—— High-profile individuals: such as football stars Lionel Messi, Paul
Pogba, Gareth Bale, Mesut Özil and James Rodríguez, basketball
stars James Harden, Derrick Rose and Damian Lillard, marathon
record holder Dennis Kimetto, American football players Aaron
Rodgers and Von Miller, baseball rookies Kris Bryant and Carlos
Correa as well as tennis stars Angelique Kerber and Simona
Halep.
In addition, the adidas brand also has a number of strategic
partnerships and collaborations with top designers and design
studios, such as with Yohji Yamamoto, Stella McCartney, Raf Simons
and Alexander Wang. The brand also has similar relationships with
many of the most creative and influential personalities from across
the entertainment industry, including Kanye West, Pharrell Williams
and Rita Ora.
07ADIDAS BASKETBALL JAMES HARDEN SIGNATURE COLLECTION
58
2
G roup M anagement Report – O ur Company
Corporate Strategy – adidas Brand Strategy
ROLE OF CATEGORIES
Grow
The adidas brand has assigned each category a role and ambition
until 2020, allowing the brand to exploit short- and medium-term
potential, while at the same time incubating and further developing
long-term opportunities for the brand. There are four overarching
roles: Lead, Grow, Amplify and Authenticate.
—— The running category is the adidas brand’s biggest growth oppor-
Lead
—— To lead in the sporting goods industry, we believe it is a must
to lead in the world’s most popular sport, football. As such, the
adidas brand aspires to be the number one football brand in
every market by 2020. This will be driven by focusing on winning
the football creator in key cities as well as increasing investment
in the brand’s football footwear franchises. In 2016, the adidas
brand pursued its full reset of its football footwear business with
the continued focus on the Ace and X franchises. In addition, 2016
saw the successful launch of Glitch, an interchangeable football
boot concept. The customisable football boot allows athletes to
——
combine differently coloured uppers (skins) and chassis (inner
shoes) for an even more personal football boot experience and
therefore speaks directly to the creative footballer who craves a
boot which lets them change their style and performance needs
instantly.
The adidas brand also strives for leadership in every market with
Originals. Not only is adidas the original sports brand, it also
was the first brand to bring sport to the street. Brand credibility
and heritage is an important prerequisite to win the discerning
streetwear hound consumer. These consumers are looking for
substance and craft and are inspired by stories and design.
Growth in this category will be driven by iconic products from
the brand’s past such as the Stan Smith, Gazelle and Superstar
as well as pioneering new contemporary silhouettes inspired by
elements from the past and the future, such as NMD, EQT and
Tubular, which over the next years are forecasted to account
for approximately 50% of the adidas Originals footwear offering.
——
tunity across all genders and price points. The brand’s goal is
to double sales in the category by 2020 compared to the 2015
financial year. Many innovations in the sports industry start in
running. With groundbreaking innovation in materials such as
Boost and pioneering new manufacturing processes being driven
through Speedfactory, the timing is perfect for the adidas brand
to strike in this category. To spur growth, amongst other things,
adidas Running will significantly refine and evolve its franchise
strategy for the male and female athlete, increase its investment
in running communities and grassroots activations such as the
Boston Runbase, as well as play a central role in driving the future
of digital in sport in cooperation with Runtastic.
The second category where the adidas brand is focused on driving
significant market share gains is with adidas neo. adidas neo
targets a younger, more price-conscious consumer, particularly
in the emerging markets. To ensure success, the adidas neo
formula employs a ‘fast fashion’ business model. This means
quick reaction to emerging trends through shorter lead times
and excellence in retail execution. see Research and Development, p. 67
Amplify
—— The
training category is the adidas brand’s largest category
and is also the apparel engine of the brand. Led by cuttingedge innovation in fabrics and materials, the adidas brand
aims to significantly increase its apparel footprint under two
pillars – Training, which provides products for general training
purposes as well as for specific sports, and Athletics, which is
geared to capturing the sports mindset of every athlete off the
pitch. As a result of the high visibility of its products in all markets,
this category plays a central role in amplifying the brand message
and DNA.
Authenticate
—— To be the best sports brand in the world, the adidas brand also
needs to be true to sports on a local level. As such, the brand will
continue to offer a wide range of sports and sports activities such
as basketball, American football, baseball, outdoor, rugby, tennis,
handball, volleyball, swimming, cycling and boxing. To maximise
impact and resources, in key markets and cities, the adidas brand
will prioritise those sports that are most significant in terms of
local culture, participation and national pride. At the same time,
the brand will use online channels and third-party distributors to
ensure that consumers of any sport the brand serves can access
its best-in-class products, thus maximising growth and providing
avenues for future expansion.
59
2
Group M anagement Report – O ur Company
Corporate Strategy – Reebok Brand Strategy
REEBOK BRAND STRATEGY
MISSION: TO BE THE BEST FITNESS BRAND
IN THE WORLD
Reebok is an American-inspired global brand with a deep fitness
heritage and the mission of being the best fitness brand in the world.
To realise this mission, the past years have been characterised by a
transformation from traditional sports to fitness. The three sides of
the Reebok Delta, a symbol of change and transformation, represent
the physical, mental and social changes that occur when individuals
embrace the challenges of fitness.
For this reason, Reebok is heavily investing into franchises, making
this a key priority going forward. By 2020, Reebok expects footwear
franchises to represent at least 25% of the brand’s total footwear
business. In 2017, key franchises will include Classics products
unique to Reebok’s fitness DNA such as the Classic Leather and
Club C, while continuing to build on the success of the Nano, a product
that is continually enhanced by the CrossFit community and has
deep-rooted authenticity. In addition, 2017 stands as a pivotal year
for Reebok Running and will include the launch of the FloatRide and
Pump Plus as well as the newest evolution of the Print Run.
WOMEN’S: WINNING WITH HER
Through this journey, Reebok has invested in its training and running
businesses to develop products that cater to an evolving fitness
routine, while returning to its fitness roots in Classics to support a
fashion-forward lifestyle outside of the gym. Driven by its ambition to
be the innovation leader in fitness, Reebok is pioneering new fitness
Reebok is putting women at the heart of everything the brand
does. This female-centric approach, where women are the focal
point of content strategy, marketing activation and distribution, is
a fundamentally different approach relative to other brands in the
industry, which will allow Reebok to become a truly dual-gender
activities as well as developing new technologies and products to
reinvent the uniform of fitness and inspire people to be their absolute
best.
brand with its women’s business representing 50% of the brand’s
net sales.
MARKETING INVESTMENTS:
AMPLIFYING THE BRAND’S PURPOSE
CONSUMER OBSESSION:
THE FIT GENERATION
Reebok strives to lead fitness through a more social and more intense
version of fitness that transcends any traditional workout regimen.
The ‘Fit Generation’ is at the epicentre of this fitness movement
and therefore Reebok’s target consumer group. These consumers,
equally men and women, are driven by mental, social and physical
challenges. They are constantly setting new goals and recalibrating
their definition of success. These consumers believe that fitness
is not just something they do; rather, it is part of their identity.
They approach fitness with a holistic mindset, engaging in fitness
activities several times a week and taking care to constantly mix up
their routine to avoid complacency. Through robust research and
interaction with consumers, Reebok has taken significant time to
understand the complexities of their fitness lifestyle as well as their
product needs and desires.
Reebok is focused on creating inspirational marketing capabilities
that build brand equity and consumer advocacy, while unleashing
powerful brand messages. A key tenet of Reebok’s marketing and
communication strategy is that movement is essential to living a
full life.
—— Be More Human:
Inspiring people to be their absolute best
physically, mentally and socially is not only the brand’s guiding
principle, but also the essence of Reebok’s global marketing
campaign ‘Be More Human’. Launched in 2015, ‘Be More Human’
celebrates everyday people who have reconnected to a primal
physicality that allows them to live more fulfilling and less selffocused lives. For these individuals, fitness isn’t just a physical
activity – it’s something that enhances their entire life and
empowers them to reach their full human potential. In 2016,
Be More Human saw continued success with the latest chapter,
’25,915 Days’, which delivers the important message of living
each day in one’s life to the fullest.
FOOTWEAR FRANCHISES:
CREATING THE FOUNDATION FOR FITNESS
Reebok recognises the importance of building strong footwear
franchises, establishing repeatable product lines that become
annuities for the brand and core items for the consumer. This is
not only essential for enhancing consumer perception and brand
consideration, but also essential for the overall efficiency of the
Reebok brand.
—— Partnerships: To amplify the brand, Reebok has entered into a
60
series of groundbreaking partnerships with some of the fastestgrowing and most innovative organisations in the fitness world,
such as CrossFit, UFC, Spartan Race, Ragnar and Les Mills.
Reebok also partners with a number of highly influential music
artists and athletes such as Kendrick Lamar, Ronda Rousey and
J. J. Watt. Most recently, talented music artist Future and highprofile supermodel Gigi Hadid have joined Reebok’s strong roster
of brand ambassadors.
2
G roup M anagement Report – O ur Company
Corporate Strategy – Reebok Brand Strategy
—— Instructors:
With over 100,000 instructors currently part of
its global network, Reebok seeks to be the brand of choice
for instructors around the world, providing them a platform to
share consumer insights and collaborate on product innovation.
Continuing to build relationships with fitness instructors is a
crucial component of Reebok’s goal of connecting with the global
fitness community.
last 15 quarters. Despite all progress, Reebok continues to grow
at a slower pace compared to many of its competitors. In addition,
there has been no growth in Reebok’s home market, North America,
over the last years and the brand’s margins are not accretive to the
company’s overall profitability.
Therefore, in 2016, we announced a plan, starting in 2017, to accelerate
Reebok’s top-line growth and improve its profitability going forward.
As part of this plan, the company has created one united team for
Reebok in North America, combining the Global and US organisations
under one leadership team, aimed at sharpening the brand’s focus
on the needs of the US consumer. This also allows us to streamline
Reebok’s current organisation and create an environment that is fully
dedicated to Reebok and fitness. In this context, Reebok will move its
organisation to a new location in the heart of the city of Boston in 2017.
ROLE OF THE CATEGORIES
Reebok Running, Training and Classics each serve vital roles for
the Fit Generation. Running is the original fitness activity and will
remain a staple within the Fit Generation’s exercise routine. Reebok
Running’s insight-driven and consumer-led approach fosters
continually innovating the use of technologies that support authentic
and desired cushioning experiences. Reebok Training is central to
Reebok’s fitness mindset and offers a complete range of both highly
specialised and versatile products that are at the forefront of fitness
and true to the culture and community the Fit Generation trains in.
Reebok Classics fuses the brand’s fitness heritage with the modern
looks of fitness reflected in Running and Training to support the Fit
Generation consumer who seeks to reflect a fitness lifestyle in every
aspect of life.
Furthermore, to win in North America, efficient and effective
distribution is key to Reebok’s future success in this all-important
market. The company is therefore accelerating its initiatives to
streamline Reebok’s store base in the market. In 2016, the company
closed another 23 own-retail stores, including half of its Reebok
FitHub concept stores compared to the prior year. It is forecasted that
2017 will see an even higher number of store closures.
We are confident that the initiated changes will have a positive
impact on Reebok’s operational and financial performance and will
accelerate the brand’s top-line growth, particularly in the US market,
and significantly lift the brand’s profitability in the years to come.
REEBOK REORGANISATION: STRENGTHENING THE
BRAND’S GROWTH FOUNDATION IN NORTH AMERICA
Over the last years, Reebok has made major progress in its
transformation from a general sports brand to a 100% fitnessfocused brand and has witnessed continued top-line growth in the
09REEBOK TRAINING JJ I
08REEBOK #PERFECTNEVER CAMPAIGN WITH GIGI HADID
61
2
Group M anagement Report – O ur Company
Global Operations
GLOBAL OPERATIONS
Global Operations manages the development, production planning, sourcing and distribution of the majority of our products. The
function strives to increase efficiency throughout the company’s supply chain and ensures the highest standards in product quality,
availability and delivery for our customers as well as our own-retail and eCommerce activities at competitive costs. Additionally
included under the banner of Global Operations, Global IT manages all digital platforms for the adidas business solutions. It enhances
the core systems to be future-proof, builds an open digital platform to connect to consumers and employees, and drives continuous
change and innovation.
CLEARLY DEFINED PRIORITIES FOR
GLOBAL OPERATIONS
brand products in 2016. It is also planned to further roll out OTIF to
those markets that are currently not in scope, thereby increasing the
overall share of adidas and Reebok brand products measured against
‘on time’ and ‘in full’. see Internal Management System, p. 86
The strategy of Global Operations is an extension of the overall
adidas strategy – thus the consumer is at the centre of everything.
The function strengthens brand desirability by providing the right
product to consumers – in the right quality, size, colour and style,
in the right place, at the right time, across the entire range of the
company’s channels and brands. Additionally, Global Operations
builds capabilities that further improve supply chain efficiencies,
while mitigating costs, thereby ensuring a continuously competitive
supply chain.
BECOME THE FIRST FAST SPORTS COMPANY
Within our strategic business plan ‘Creating the New’, Global
Operations focuses on delivering against three strategic priorities
driven by several initiatives:
—— Become the first fast sports company.
—— Create a seamless consumer experience.
—— Transform the way we create and manufacture.
‘Speed’ is a strategic priority for both the company as a whole and
for Global Operations. Our ambition is to be the first fast sports
company in the sporting goods industry. see Corporate Strategy, p. 48
We will leverage market and sell-through data in new ways, respond
quickly to deliver concepts that are fresh and desirable and made
available when and where they are wanted by the consumer across
our wholesale, retail and eCommerce channels. Bringing products to
market faster allows our customers and direct-to-consumer channel
to place orders closer to the actual time of sale, facilitating buying
decisions that are based on better market knowledge. Consequently,
adidas will move away from predominantly developing product ranges
in advance of seasonal merchandising calendars and towards creation
and production capabilities that respond to consumer demands with
an in-season development and rapid replenishment manufacturing.
Fresher and more desirable products will increase the company’s
full-price share of sales and reduce the risk of overbuying. By 2020,
our target is to achieve 50% of the company’s net sales through
speed-enabled articles. For this part of our business, we expect to
achieve a 20% higher share of full-price sales compared to the regular
range which, driven by higher brand and product desirability, will also
see significant increases in the full-price sell-through.
By delivering on these priorities, Global Operations leverages
efficiencies across infrastructure and processes and ensures a
competitive digital ecosystem and supply chain. This continues
to be underlined by our strong ‘On-Time In-Full’ (OTIF) metric, a
non-financial KPI for our company, measuring the adidas delivery
performance towards our customers and our own-retail stores. In
2016, adidas delivered 77% (2015: 81%) of its adidas and Reebok
brand products ‘on time’ and ‘in full’. While this is broadly in line
with the target of around 80%, the decline compared to the prior year
reflects the strong increase in volumes throughout 2016. For 2017,
Global Operations strives to increase OTIF to a strong level of 80%.
OTIF was measured for 68% of net sales of all adidas and Reebok
Global Operations is scaling the fast replenishment capabilities of
best-selling seasonal articles, creating more articles within season
based on sales data and ensuring constant availability of long life
cycle products. To adjust product supply flows to the changing
demands of markets, the function is building a more integrated and
agile planning environment with flexibility for deploying products to
markets. In 2016, Global Operations continued to expand its efforts
to ‘enable later ordering’ and further reduced production lead times.
The function succeeded in providing 60-day production lead times on
80% of apparel volumes in the fall/winter ‘17 season. The majority
of footwear volumes are already on 60 days or less production lead
times.
Global Operations delivers upon its mission to:
—— Create the best product by focusing on innovative materials and
manufacturing capabilities.
the best service by enabling product availability as
the consumer chooses through the company’s omni-channel
approach to supply chain agility.
Enable the best experience by creating tools that engage
consumers through interactive mobile platforms, in-store
technology and the ability to co-create.
—— Provide
——
62
2
G roup M anagement Report – O ur Company
Global Operations
01 GLOBAL OPERATIONS IN GO-TO-MARKET PROCESS
Global Operations
Marketing
Design
Product
Development
Sourcing
Supply Chain
Management &
Market IT
Global
Sales
Briefing
Concept
Product Creation
Manufacturing
Distribution
Sales
Global IT
adidas is leveraging its strengths in sourcing and partnering with
industrial and academic experts to develop smart manufacturing
solutions that can react quickly to consumer trends. In this context,
Speedfactory is one way we are moving production closer to key
markets while developing high-quality performance products faster
than ever before. Powered by intelligent robotic, process and material
technologies, Speedfactory allows us to support the growing demands
for product individualisation, in a socially and environmentally
responsible way. As well as providing fast reaction times to consumer
needs, we envision a Speedfactory network which will enhance the
consumer experience, enabling them to co-create in an interactive
production process. see Research and Development, p. 67
CREATE A SEAMLESS CONSUMER EXPERIENCE
Global Operations has a strong track record for establishing stateof-the-art infrastructure, processes and systems that are required
to support the company’s growth ambition. It has been successfully
consolidating and improving legacy structures, thereby reducing
complexity and costs for adidas. The function is focused on innovative
distribution and IT capabilities, with the goal of providing the best
service by enabling product availability as the consumer chooses
through the omni-channel approach to supply chain agility.
By creating a higher commonality of our products across the
various channels, Global Operations ensures higher flexibility at
each consumer touchpoint. This, in turn, enables a broader range
of products to be available at the point of sale, including online
orders able to be picked up in our own-retail stores or shipped from
a store and own-retail stores able to sell inventory available in other
own-retail stores. Through the inclusion of the IT organisation, Global
Operations is prioritising being ‘insights driven’. Data generated
during product creation, marketing processes and at consumer
interactions is being linked to create actionable insights which the
company makes use of to react more quickly to changing consumer
needs.
In 2016, Global Operations focused on further optimising the
distribution centre network, while at the same time preparing
it for rapid business growth. In this context, we opened a new
distribution centre in Hong Kong/China. 2016 also saw extensions
and improvements in our distribution centres in Pyeongtaek/South
Korea, as well as Manchester/UK. Lastly, Global Operations kicked
off its new e-commerce distribution centre ‘Campus North’ in Rieste/
Germany – a multi-million euro project focused on ensuring we get
our e-commerce products to our consumers across Western Europe
whenever and wherever they want them.
Global Operations is developing further IT capabilities to build
platforms that support key initiatives which drive brand desire, such
as personalised footwear tools. With the close collaboration of Global
IT and our brands, efforts are focused on delivering fresh and exciting
consumer services with a ‘mobile first’ approach, allowing consumers
to connect to our brands at every touchpoint – from own-retail stores
to e-commerce to social networks.
TRANSFORM THE WAY WE CREATE AND
MANUFACTURE
Global Operations is driving innovation in new materials, new product
constructions and new ways of manufacturing that deliver consumer
value and enable competitive advantage. With the consolidation of
product features and investments in tools that more directly connect
design and factory production, Global Operations is changing
traditional models of development to deliver freshness, speed and
efficiency.
Through ‘Digital Creation’, Global Operations, in cooperation with
Design and IT, has already improved the creation process from
idea to market. With 3D software tools, we look at products the way
the consumer sees them. Digital technology will allow us to take
product decisions faster, improve collaboration between creation
functions and our suppliers and reduce drop rates see Glossary, p. 216.
3D technology allows for more frequent and rapid virtual product
63
2
Group M anagement Report – O ur Company
Global Operations
iterations without increasing the need for physical samples. In 2016,
all major business units tested the new 3D software tools in apparel
and footwear. From 2017 onwards, some of our business units will
begin using 3D technology as their new way of working in the product
creation process. see Research and Development, p. 67
The utilisation of state-of-the art digital technology not only drives
creativity and efficiency in product creation, it also generates
efficiencies in manufacturing by linking the creation process
directly with the factory. Global Operations continues to support the
Speedfactory programme by feeding product data straight into the
Speedfactory for manufacturing without any manual interaction.
In 3D printing, Global Operations supports the cross-functional
initiative called Futurecraft, which places open-source collaboration
and craftsmanship at the heart of design to drive innovation across
all areas of production. Being at the forefront of digital technology
and modernising our approach to product creation not only supports
sustainability efforts to reduce the carbon footprint, but also attracts
the next generation of highly qualified ‘digital native’ employees.
Transitioning to a set pre-season selection of standard product
features and driving consistent executions across categories for
core products has been underway for several seasons in apparel.
Meanwhile Global Operations has fully embedded the modular
approach to creation as a ‘way of working’ that ensures a consistent
brand footprint, captures cost savings in factory efficiencies and
expands product modules on faster production lead times.
In 2016, we laid the technical foundation to incorporate our new digital
creation tools into the modular approach, which further increases
speed in creation of our core products and allows us to leverage
automation opportunities. We will gradually roll out the new digitised
way of working in 2017 as a first step to our vision of an end-to-end
digital value chain from pre-season planning to product creation,
production and sales.
Furthermore, we are investing in the next generation of materials by
focusing, amongst others, on knitted footwear and direct-to-textile
digital printing. In addition, we are developing footwear manufacturing
process innovations. Working cross-functionally, we intend to reduce
dependency on manual labour and to deliver compelling product
concepts with integration into key footwear and apparel franchises.
MAJORITY OF PRODUCTION THROUGH
INDEPENDENT SUPPLIERS
To minimise production costs, we outsource almost 100% of production
to independent third-party suppliers, primarily located in Asia. While
we provide them with detailed specifications for production and
delivery, these suppliers possess excellent expertise in cost-efficient,
high-volume production of footwear, apparel and hardware. Working
closely with key strategic partners, the vast majority of our products
are produced in fewer than 110 manufacturing facilities worldwide.
We value long-term relationships: Around half of our strategic
suppliers have worked with adidas for more than ten years and, of
these, close to 15% have a tenure of more than 20 years. The latest
list of our suppliers can be found on our website.  www.adidas-group.com/
sustainability adidas also operates a limited number of own production
and assembly sites in the USA (4), Canada (3) and Germany (1). In
order to ensure the high quality that consumers expect from our
products, we enforce strict control and inspection procedures at our
suppliers and in our own factories. In addition, we promote adherence
to social and environmental standards throughout our supply chain. see Sustainability, p. 78
In 2016, Global Operations managed product development, sourcing
and distribution for the adidas and Reebok brands as well as for adidas
Golf and Ashworth. Due to the specific sourcing requirements in their
respective fields of business, TaylorMade, CCM Hockey, Adams Golf
and the Sports Licensed Division were not serviced through Global
Operations, but instead utilised their own purchasing organisations.
In order to quickly seize short-term opportunities in their local
market or react to trade regulations, subsidiaries may also source
from selected local suppliers outside the realm of Global Operations.
Local purchases, however, account only for a minor portion of the
company’s total sourcing volume.
WORKING WITH 297 INDEPENDENT
MANUFACTURING PARTNERS
In 2016, Global Operations worked with 297 independent manufacturing
partners (2015: 320). Of our independent manufacturing partners,
80% were located in Asia (2015: 79%), 12% in the Americas (2015: 9%),
7% in Europe (2015: 12%) and 1% in Africa (2015: 0%). see Diagram 02
64
2
G roup M anagement Report – O ur Company
Global Operations
02 SUPPLIERS BY REGION 1
12
7 1
03 FOOTWEAR PRODUCTION BY REGION 1
2 1
80% Asia
97% Asia
12% Americas
2% Americas
7% Europe
80
1% Europe
1% Africa
97
1Figures include the adidas and Reebok brands, adidas Golf and Ashworth, but exclude local
sourcing partners, sourcing agents, subcontractors, second-tier suppliers and licensee
factories.
1 Figures include the adidas and Reebok brands, adidas Golf and Ashworth.
04 FOOTWEAR PRODUCTION 1 IN MILLION PAIRS
VIETNAM SHARE OF FOOTWEAR
PRODUCTION INCREASES SLIGHTLY
97% of our total 2016 footwear volume was produced in Asia (2015:
96%). Production in Europe and the Americas combined accounted
for 3% of the sourcing volume (2015: 4%). see Diagram 03 Vietnam
represents our largest sourcing country with 42% of the total volume
(2015: 41%), followed by Indonesia with 24% (2015: 24%) and China
with 22% (2015: 23%). In 2016, our footwear suppliers produced
approximately 360 million pairs of shoes (2015: 301 million pairs). see Diagram 04 Our largest footwear factory produced approximately
10% of the footwear sourcing volume (2015: 11%).
2016
360
2015
301
2014
258
2013
256
2012
240
1 Figures include the adidas and Reebok brands, adidas Golf and Ashworth.
05 APPAREL PRODUCTION BY REGION 1
CHINA REMAINS LARGEST SOURCE
COUNTRY FOR APPAREL
4 3
In 2016, we sourced 93% of the total apparel volume from Asia
(2015: 93%). Europe and the Americas represented 4% and 3% of
the volume, respectively (2015: 3% each). see Diagram 05 China is the
largest source country, representing 27% of the produced volume
(2015: 29%), followed by Cambodia with 22% (2015: 19%) and Vietnam
with 17% (2015: 16%). In total, our suppliers produced approximately
382 million units of apparel in 2016 (2015: 364 million units). see
Diagram 06 The largest apparel factory produced approximately 11% of
this apparel volume in 2016 (2015: 11%).
93% Asia
4% Europe
3% Americas
93
1 Figures include the adidas and Reebok brands, adidas Golf and Ashworth.
06 APPAREL PRODUCTION 1, 2 IN MILLION UNITS
2016
382
2015
364
2014
309
2013
292
2012
262
1 Figures include the adidas and Reebok brands, adidas Golf and Ashworth.
22012 and 2013 restated due to a reclassification of certain apparel accessories from
apparel to hardware.
65
2
Group M anagement Report – O ur Company
Global Operations
The Sports Licensed Division sourced approximately 22 million units
of apparel and 10 million units of headwear (2015: 24 million and
11 million, respectively). The majority of purchased apparel products
were sourced as unfinished goods from Latin America (65%) and Asia
(33%) (2015: 79% and 21%, respectively), and were subsequently
finished in our own facilities in the USA. The vast majority of headwear
sourced was finished products manufactured in Asia (more than 99%).
CHINA SHARE OF HARDWARE PRODUCTION
INCREASES SLIGHTLY
07HARDWARE PRODUCTION BY REGION 1
18
3
79% Asia
18% Europe
79
3% Americas
1 Figures include the adidas and Reebok brands, adidas Golf and Ashworth.
In 2016, 79% of our hardware products, such as balls and bags, was
produced in Asia (2015: 76%). European countries accounted for 18%
(2015: 20%), while the Americas represented 3% of the total volume
(2015: 3%). see Diagram 07 China remained our largest source country,
accounting for 36% of the sourced volume (2015: 35%), followed by
Pakistan and Turkey with 17% and 16%, respectively (2015: 15%
and 19%, respectively). The total hardware sourcing volume was
approximately 109 million units (2015: 113 million units), with the
largest factory accounting for 12% of production (2015: 11%). see
Diagram 08
TaylorMade sourced more than 99% of their hardware volumes from
Asia (2015: 99%). The vast majority of golf club components were
manufactured by suppliers in Asia (China, Vietnam and Taiwan) and
assembled in Asia, the USA and Europe.
08HARDWARE PRODUCTION 1, 2 IN MILLION UNITS
2016
109
2015
113
2014
99
2013
94
2012
93
1 Figures include the adidas and Reebok brands, adidas Golf and Ashworth.
22012 and 2013 restated due to a reclassification of certain apparel accessories from
apparel to hardware.
66
2
G roup M anagement Report – O ur Company
Research and Development
RESEARCH AND DEVELOPMENT
Creating innovative products to meet the needs of professional and everyday athletes and consumers is a prerequisite to strengthening
our market position in the sporting goods industry and a premise to being the best sports company in the world. We therefore remain
highly committed to maintaining a full and innovative product pipeline, bringing new groundbreaking technologies and processes to
life, investing into forward-looking and sustainable ways of production and exploring the many possibilities of digitalisation. True to
the vision of creative collaboration, our research and development (R&D) approach is widely based on our Open Source mindset which
is clearly visible in our numerous collaborations with athletes and consumers, universities, industry-leading companies as well as
national and international governments.
R&D AN INTEGRAL PART OF THE PRODUCT AND USER
EXPERIENCE CREATION PROCESS
Once conceptualised, new product technologies are engineered
using state-of-the-art systems. Extensive virtual prototype testing
and engineering loops are carried out on every technology. Once
a new product technology is deemed viable, it is produced as a
R&D within the company follows a decentralised approach. In line
with their respective strategic and long-term visions and distinctive
positioning, each brand runs its own R&D activities. However,
fundamental research as well as expertise and competencies in
sustainable product creation are shared across the company.
physical sample. These samples are then comprehensively tested
by a broad range of users, including top athletes. Only when these
comprehensive tests have been successful are the technologies
commercialised to a final product.
For the adidas brand, R&D is closely integrated with the sourcing,
design and product marketing functions. At the beginning of the
product creation process, development priorities are defined, which,
in recent years, have increasingly included sustainability targets.
These are derived on a case-by-case basis from a combination of
consumer research and feedback, competition analysis and own
product testing.
To capitalise on our R&D achievements, we enforce the company’s
trademarks and patents by monitoring the marketplace for
infringements and taking action to prevent them. Likewise, we have
comprehensive processes, and undertake significant research, to
avoid infringement of third-party intellectual property rights. see
Risk and Opportunity Report, p. 118
Based on the results, employees in our so-called FUTURE teams
evaluate and incubate new materials, production processes and
scientific research to increase the scope and impact of idea generation.
Their scope also extends to areas such as consumer insights and
social media. This helps to promote a holistic and innovation-focused
culture which gives deeper consumer insights, while also fuelling
creativity and synergies across the organisation. To identify innovative
materials as well as integrate sustainability, cost and production
process aspects into the development phase, the FUTURE teams are
in close contact with our sourcing and material teams within product
development who, in turn, work closely with our suppliers.
FIVE PILLARS OF INNOVATION
Within the framework of our strategic business plan ‘Creating the
New’ we identified five strategic pillars within our R&D principles,
which enable us to develop the best products and experiences for our
athletes, while at the same time drive game-changing innovations in
the fields of manufacturing, digital and sustainability. In 2016, adidas
further refined these pillars and amplified its efforts to generate
brand desire through collaboration with the consumer.
—— ATHLETE INNOVATION
Our clear focus is to produce the best and most innovative products
for athletes to enable them to perform at their very best. To achieve
this, we work closely together with athletes as well as numerous
universities and industry-leading companies, to deliver against the
needs of our target consumer.
True to the vision of creative collaboration, our R&D approach is
founded on our Open Source mindset which is clearly visible in our
numerous collaborations with athletes and consumers, universities,
industry-leading companies as well as national and international
governments. We are the first sports company that invites creators to
be part of our brands while already working with some of the world’s
most creative and innovative people and organisations. see Corporate
Strategy, p. 48
Boost: Launched in cooperation with BASF, Boost is an industryfirst cushioning technology designed to deliver maximum energy
return, responsiveness and comfort to athletes. In 2016, Boost saw
a roll-out into additional categories and new Boost franchises.
Particular highlights in this regard were the launch of the NMD, a
technical runner silhouette realised as a lifestyle sneaker as well as
the Colour Boost, introducing new colourways to the Boost midsole,
released with the launch of the UltraBOOST Uncaged.
67
2
Group M anagement Report – O ur Company
Research and Development
Clima: Clima is a sports apparel concept offering adidas brand
clothing for sporting activities in any weather across different
categories such as training, running or outdoor. The series includes
the franchises ClimaHeat, ClimaChill and ClimaProof, which apply
functional, moisture-wicking and breathable materials to ensure that
athletes enjoy ideal conditions to perform their training 365 days a
year.
Futurecraft M.F.G.: In 2016, we launched Futurecraft M.F.G. (Made
for Germany), the first shoe to come out of Speedfactory, a platform
that – among several other benefits – will ultimately allow for the
creation of footwear made for the specific fit and functional needs
of consumers. The running shoe is part of an initial market test,
consisting of 500 pairs, with a view to rolling it out across categories,
amplifying volumes in the years to come.
Runtastic Shoe Tracking: The Runtastic Shoe Tracking feature in the
Runtastic running app automatically assigns covered distances to a
designated shoe used for running workouts, hiking tours or Nordic
walking sessions. It allows athletes to track the lifespan of a pair of
running shoes and notifies consumers when to replace them in order
to protect joints and prevent injuries.
Storefactory: In 2016, adidas introduced its first Storefactory in
the form of a new pop-up store called ‘Knit for You’ in the Bikini
Berlin shopping mall for a temporary three-month trial period.
In addition to offering personalised manufacturing in-store in an
urban environment, the Storefactory allows consumers to experience
and interact with the creation and manufacturing process of their
garments in a simple and engaging manner.
—— SUSTAINABILITY INNOVATION
Our commitment to manage our business in a responsible way has
—— MANUFACTURING INNOVATION
To simplify manufacturing, enable product innovation and increase
speed-to-market capabilities by bringing the production of apparel
and footwear closer to the consumer, the company’s R&D activities
are also focused on new manufacturing technologies. Our goal
is to combine state-of-the-art information technology with new
manufacturing processes and innovative products. For this reason,
we commit ourselves to long-term cooperation with industry-leading
companies and organisations to take a leading role in manufacturing
innovation.
Speedfactory: In 2016, the Speedfactory pilot in Ansbach, Germany,
served as a ‘proof of concept’ and a testing ground for the creation
of high-performance footwear within a new manufacturing model. In
the second half of 2016, the pilot was transferred to a larger facility
for the first large-scale manufacturing starting in 2017. As a next
step, it is planned to introduce Speedfactory to the USA in 2017. Each
Speedfactory is designed to produce up to 500,000 pairs of shoes per
year, with an option to extend and diversify production in the future.
Futurecraft: Another important part of our manufacturing innovation
approach is the Futurecraft series. In addition to Futurecraft M.F.G.,
2016 saw the introduction of another commercialisation of the series,
the 3D Runner. The shoe features an engineered 3D web structure
with dense zones in high-force areas and less dense zones in the
low-force areas, allowing for the optimum level of performance.
The 3D Runner also features a 3D printed heel counter, which is
integrated into the midsole and avoids the typical process of gluing or
stitching. Benefits include greater elasticity, compliancy and support.
A Primeknit upper ensures high style, superior fit and performance.
—— DIGITAL AND EXPERIENCE INNOVATION
The adidas brand was the first in the industry to comprehensively
bring data analytics to the athlete. With decades of continuous
investment in sports science, sensor technology and digital
communication platforms, adidas has already taken a leading role
in terms of changing the sporting goods industry through technology.
With the increasing speed of urban digitalisation, this field will remain
one of our core areas.
long been one of the company’s principles. To stay at the forefront
of sustainable innovation, adidas is pursuing a proactive approach
to establish internationally recognised best practices and achieve
scalable improvements. As part of our sustainability strategy we have
set ourselves the target for 2020 to invest in materials, processes and
innovative machinery which will allow us to upcycle materials into
products and reduce waste. see Sustainability, p. 78
Parley for the Oceans: In 2016, the partnership with Parley for the
Oceans, a thought leader in ocean conservation and eco innovation
that creates awareness to end the destruction of the oceans, already
yielded its first commercial performance products made with Parley
Ocean Plastic in the form of football jerseys for the world-leading
clubs Bayern Munich and Real Madrid, as well as the UltraBOOST
Uncaged Parley running shoe, with 7,000 pairs available. The first
commercialised product made of Parley Ocean Plastic underpins our
commitment to accelerating the creation of innovative products and
reinventing materials. This is also underlined by our goal to produce
one million pairs of shoes using Parley Ocean Plastic by the end of
2017, and to further follow our ultimate ambition to eliminate virgin
plastic from our supply chain. see Corporate Strategy, p. 48
Biosteel: Another milestone in 2016 was the launch of the world’s
first performance shoe made using Biosteel fibre, a nature-based
and completely biodegradable high-performance fibre, replicating
natural silk, developed by the German biotech company AMSilk. The
Futurecraft Biofabric prototype shoe features an upper made from
100% Biosteel fibre, making us move beyond closed-loop production
into an infinite loop – or no loop at all.
—— FEMALE ATHLETE INNOVATION
Our long-term commitment to the female athlete continues to be a
focus for the company. To fuel the growth of our women’s business,
we have taken a holistic approach to understanding the female
athlete’s performance and non-performance needs throughout her
active life by looking at her as an integrated part of our business
but from a separate and unique angle. With a focus on the female
athlete, it is crucial to fully understand the particular anatomy and
68
2
G roup M anagement Report – O ur Company
Research and Development
SUCCESSFUL COMMERCIALISATION OF INNOVATIONS
specific product needs of the female consumer to help unlock her
athletic potential. To enable this, we are working to establish a robust
network of industry leaders and academic experts such as Christine
Day with our ‘Path to Expert’ approach, which will help to accelerate
the building of insights and foresights that keep us at the forefront
of product innovation.
We believe developing industry-leading technologies and user
experiences is only one aspect of being an innovation leader. Equally
important is the successful commercialisation of those technological
innovations. The awards we attained in 2016 confirm our continuous
efforts to become the technology leader in the sporting goods
industry. see Table 01
Ace and X football boots: The adidas brand launched the first versions
of its Ace and X boots created explicitly for female players. Using all
its technical expertise and key insights provided by numerous female
players, we were able to analyse the unique shape of the female foot to
create football boots which feature a different combination of shape,
design and traction to meet the special needs of the female athlete.
Avenue A: In 2016, the adidas brand introduced Avenue A, a quarterly
women-only subscription service that offers a curated box containing
premium running and training products. While the content of each
shipment is a surprise, the box is filled with three to five premium
As in prior years, the majority of adidas brand sales were generated
with products newly introduced in the course of 2016. New products
tend to have a higher gross margin compared to products which have
been in the market for more than one season. As a result, newly
launched products contributed over-proportionately to net income
in 2016. We expect this development to continue in 2017 as we will
present a wide range of new, innovative products. see Subsequent Events
and Outlook, p. 115
items – a mix of footwear, apparel and accessories appropriate
for the season. Here, the brand collaborates with fashion-forward
trendsetters and trainers to hand-pick an array of products for each
shipment that exemplify style and performance.
01 2016 MAJOR AWARDS
Brand
Product/Campaign
Category
Award
adidas
adidas
adidas Brand
Highsnobiety Crown 2016 – Gold, Most Relevant Brand
adidas
Originals
Your Future Is Not Mine campaign
Cannes Cyber Lion – Gold, Best Music/Brand Partnership
adidas
Originals
Your Future Is Not Mine campaign
Cannes Cyber Lion – Gold, Use of Original Music
adidas
Originals
Your Future Is Not Mine campaign
Cannes Design Lion – Bronze, Music Video – Brand and/or Product Integration
adidas
Originals
Strikethrough campaign
Cannes Design Lion – Bronze, Logo Design: International Companies & Brands
adidas
Originals
Originals Yeezy Boost 350 V2 shoe
Highsnobiety Crown 2016 – Gold, Best Sneaker
adidas
Originals
Originals Yeezy Boost 350 V2 shoe
complex.com – The Best Sneakers of 2016
adidas
Originals
Pitch Black NMD shoe
complex.com – The Best Sneakers of 2016
adidas
Originals
Pharrell Human Race NMD shoe
complex.com – The Best Sneakers of 2016
adidas
Outdoor
TERREX Parley T-shirt
Outdoor Industry Award
adidas
Running
Supernova Glide 8 Boost shoe
Solerview’s top pick for 2016 – The Best Running Shoe of 2016
adidas
Running
adizero adios 3 shoe
Runner’s World (US) – Best Update 2016
adidas
Running
Solebox x adidas Consortium UltraBOOST
Uncaged shoe
Highsnobiety Crown 2016 – Bronze, Best Sneaker
Reebok
Training
Speed TR shoe
Men’s Health – Best Gym Shoe
TaylorMade
Golf
M1 & M2 metalwoods
Golf Digest Hot List 2016
TaylorMade
Golf
M1 & M2 irons
Golf Digest Hot List 2016
TaylorMade
Golf
TP putter collection
Golf Digest Hot List 2016
69
2
Group M anagement Report – O ur Company
Research and Development
SUCCESSFUL PRODUCT LAUNCHES ACROSS ALL
MAJOR ADIDAS BRAND CATEGORIES
02 MAJOR PRODUCT LAUNCHES IN 2016
In 2016, adidas brand sales were again driven by the latest product
offerings, with products launched during the course of the year
accounting for 77% of brand sales (2015: 81%). Only 1% of sales
were generated with products introduced three or more years ago
(2015: 3%).
The adidas brand introduced numerous major product innovations
in 2016. These included:
—— Glitch: Glitch is a new football concept introduced in late 2016.
The two-piece interchangeable construction, made of an inner
shoe and an outer skin, is designed to suit the modern game with
a focus on adaptability. Glitch utilises the brand’s leading football
technologies, including a laceless upper, to create a football boot
experience like no other.
—— UltraBOOST Uncaged: Built on Open Source consumer insights,
——
the shoe combines the performance and innovation of the original
UltraBOOST running shoe, providing outstanding comfort and
energy return, with a full adidas Primeknit upper featuring an
internal support system. Furthermore, the new UltraBOOST
Uncaged also introduced new colourways to the Boost midsole
alongside the iconic white midsole.
Z.N.E.: In August 2016, the adidas brand officially introduced
adidas Athletics. The highlight product of this newly created
product line is the Z.N.E. hoodie, a fresh take on traditional
pre-game outwear, using unique design elements, making it
a very recognisable silhouette that we can further build on in
the future.
REEBOK INTRODUCES NEW TECHNOLOGY PLATFORMS
In 2016, Reebok’s latest products continued to generate the majority
of the brand’s sales, with 73% of footwear sales coming from products
launched in 2016 (2015: 73%). Only 11% of footwear product sales
relate to products introduced three or more years ago (2015: 14%).
In 2016, Reebok presented several key product introductions. Some
of the highlights included:
—— CrossFit Nano 6.0: In 2016, Reebok celebrated its six-year
partnership with CrossFit with the launch of the CrossFit Nano
6.0. This training shoe was developed by Reebok in association
with the CrossFit community and saw the first evolution of
Kevlar infused on the upper to provide durability and lightweight
strength. The Nano 6.0 also features a re-engineered anatomical
design for a natural and secure fit.
—— ZPrint: In 2016, Reebok introduced the ZPrint cushioning
system, inspired by digital maps of feet in motion. The unique,
foot-mapped bottom cushions high-impact zones and propels at
take-off. The ride stays stable around the edges thanks to a firm
perimeter grid. ZPrint delivers cushioning where it is needed
most.
70
Product
Brand
Crazy Explosive basketball shoe
adidas
D Lillard 2 basketball shoe
adidas
D Rose 7 basketball shoe
adidas
Harden Vol. 1 basketball shoe
adidas
X and Ace 16 football boots
adidas
X and Ace women's football boots
adidas
Messi 16 football boot
adidas
Copa 17 football boot
adidas
Glitch football boot
adidas
Confed Cup jersey
adidas
Parley x Real Madrid/FC Bayern jersey
adidas
adizero adios running shoe
adidas
AlphaBOUNCE running shoe
adidas
PureBOOST X running shoe
adidas
UltraBOOST Uncaged running shoe
adidas
Gazelle Originals shoe
adidas
NMD R2 Originals shoe
adidas
Tubular Shadow Originals shoe
adidas
Tubular Instinct Originals shoe
adidas
Yeezy Boost 350 V2 Originals shoe
adidas
Originals by Rita Ora collection
adidas
Originals by Alexander Wang collection
adidas
Originals by Kanye West Yeezy Season 3 collection
adidas
Originals by Pharrell Williams Hu collection
adidas
ClimaHeat apparel
adidas
Stellasport training apparel
adidas
Athletics Z.N.E. training apparel
adidas
TERREX x-king outdoor shoe
adidas
Cloudfoam neo shoe
adidas
Graphic Tees neo collection
adidas
CrossFit Nano 6.0 training shoe
Reebok
JJ I training shoe
Reebok
ZPrint running shoe
Reebok
HexaWarm apparel
Reebok
Classic Leather shoe
Reebok
M2 driver line
TaylorMade
Spider Limited putter
TaylorMade
TP putter collection
TaylorMade
Tour360 Prime Boost golf shoe
adidas Golf
USA Golf Team apparel
adidas Golf
—— Liquid Factory: In November 2016, Reebok introduced its Liquid
Factory manufacturing concept with a 300 pair limited release of
its first shoe, the Liquid Speed. The Liquid Factory ‘3D Drawing’
process is an entirely new way to create shoes without moulds,
allowing both rapid customisation and ultimately more local
manufacturing.
2
G roup M anagement Report – O ur Company
Research and Development
INNOVATION AN IMPORTANT FACTOR FOR
TAYLORMADE-ADIDAS GOLF
R&D EXPENSES INCREASE 18%
R&D expenses include expenses for personnel and administration,
but exclude other costs, for example those associated with the design
aspect of the product creation process. In 2016, as in prior years, all
R&D costs were expensed as incurred. The company’s R&D expenses
increased 18% to € 164 million from € 139 million in the prior year.
At TaylorMade-adidas Golf, current products (i.e. products launched
in the last 18 months, which is the typical product life cycle in golf)
represented 72% of total hardware sales in 2016 (2015: 80%). Products
that had been brought to market three or more years ago accounted
for 13% of sales in 2016 (2015: 7%).
As our R&D departments comprise experienced and multi-skilled
people from different areas of technical expertise and from
diverse cultural backgrounds, personnel expenses represent the
largest portion of R&D expenses, accounting for 73% of total R&D
expenditure. The number of people employed in R&D activities at
December 31, 2016, was 1,128, compared to 993 employees in the
prior year. This represents 2% of total employees.
Among the highlight product launches in 2016 were:
—— M2: Following the successful launch of the M1 in the prior
year, TaylorMade expanded the M family in 2016 with the introduction of the M2. Like its predecessor, the M2 family consists of
drivers, fairways and rescue clubs, utilising the same proprietary
multi-material combination, including the seven-layer carbon
composite crown found in the M1, to develop a line of products
that deliver two highly sought-after performance benefits:
distance and forgiveness.
In 2016, R&D expenses represented 2.0% of other operating expenses
(2015: 1.9%). R&D expenses as a percentage of sales remained stable
—— Tour360 Prime Boost: In 2016, adidas Golf released the new
at 0.8% (2015: 0.8%). see Table 03
Tour360 Prime Boost. Designed for stability and traction on
uneven ground, the shoe features a flexible adidas Primeknit
upper for an enhanced fit built on a responsive Boost midsole.
03 KEY R&D METRICS 1
2016
2015
2014
2013
2012
R&D expenses (€ in millions)
164
139
126
124
128
R&D expenses (in % of net sales)
0.8
0.8
0.9
0.9
0.9
R&D expenses (in % of other operating expenses)
2.0
1.9
2.0
2.0
2.1
1,128
993
985
992
1,035
R&D employees
1 2016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the Rockport business.
71
2
Group M anagement Report – O ur Company
Our People
OUR PEOPLE
At adidas, we believe that our people are the key to the company’s success. Their performance, well-being and knowledge have a
significant impact on brand desire, consumer satisfaction and, ultimately, our financial performance. Through the delivery of our
People Strategy, we focus our efforts on four fundamentals: the attraction and retention of the right talents, role model leadership,
diversity and inclusion, as well as the creation of a unique corporate culture.
PEOPLE STRATEGY ENABLES A CULTURE FOR
DELIVERING ‘CREATING THE NEW’
The People Strategy is implemented through a portfolio of projects
which will directly deliver into each of the four pillars. In 2016,
we made good progress by successfully delivering the following
initiatives:
As an integral part of ‘Creating the New’, the People Strategy is a
testament to thinking that our 2020 strategy can only be executed if we
speak to our people on all levels and win both their hearts and minds.
Meaningful reasons to join and stay:
The People Strategy consists of four pillars that serve as a basis
—— Enabled by a new global mobility policy, our Talent Carousel
for creating our culture and environment for our people in order to
successfully support the company strategy. see Diagram 01 These four
pillars also serve as a tool for prioritisation, sense-checking and
measuring our HR actions and initiatives.
career development programme entered its second year.
Employees from all over the world were once again asked to
apply for this programme that would see its 20 finalists take a
cross-functional and international career step by starting a new
role in a new location in 2017. Successful candidates remain in the
programme for 24 months with the right to return to their home
location while being prepared for a future senior management
position.
01 THE FOUR PILLARS OF OUR PEOPLE STRATEGY
People Strategy
Defines and inspires the right organisational culture for ‘Creating the New’
Attraction & retention
of the right talents
Role model leadership
Diversity & inclusion
Meaningful reasons to join
and stay
Role models who inspire us
Bring forward fresh and diverse
perspectives
A creative climate to make
a difference
Attract and retain great talent by
offering personal experiences,
choices and individual careers.
Nurture and inspire role model
leadership.
Represent and live the diversity of
our consumers in our people.
It is our goal to develop a culture
that cherishes collaboration,
creativity and confidence – three
behaviours we deem crucial to the
successful delivery of our corporate
strategy.
Choice & Agility & Speed
72
Culture
2
G roup M anagement Report – O ur Company
Our People
—— In
——
——
September 2016, we introduced a new employee Stock
Purchasing Programme for Germany, the US, the Netherlands and
Hong Kong. A total of 16.3% of around 16,000 eligible employees
decided to participate in the first enrolment period. It is planned to
extend this programme to further countries in the coming months.
A newly introduced central onboarding process at our headquarters
in Herzogenaurach/Germany now ensures new starters enjoy a
high-quality, consistent experience upon joining the company.
The new process is the result of a cross-functional continuous
improvement initiative and provided important learnings for the
global onboarding initiative which is aimed at introducing standard
onboarding tools across the company starting in 2017.
Since 2016, employees at our headquarters in Herzogenaurach
have been able to take advantage of our Employee Assistance
Service. By calling an external hotline, employees can get support
with finding and organising child care, elder care and household
services.
Bring forward fresh and diverse perspectives:
—— We successfully hired the first dedicated Diversity Director in the
——
——
——
company’s history. Reporting into the Head of HR Strategy, the
Diversity Director is in charge of formulating the global diversity
strategy and driving its implementation together with leaders
and HR Partners.
For the second consecutive year, adidas North America achieved a
perfect 100 point score on the Human Rights Campaign Corporate
Equality Index.
We introduced a global data simulation tool that allows HR
managers to calculate and set more realistic gender and
age targets for their functional areas by taking criteria such
as business growth, attrition, promotions and hirings into
consideration.
Functional and local market teams continued to develop dedicated
plans to invest in a stronger female talent pipeline, data analysis
on gender balance and action plans to establish a more balanced
organisation in terms of gender, age and race.
Role models who inspire us:
—— In 2016, we offered our first-time people managers across EMEA,
——
Asia and the US our Fit2Lead training. This training is specially
designed for all first-time people managers who lead up to five
people. It provides them with basic knowledge on how to become
a good people manager, manage their business and continue
to develop themselves throughout their career. The course can
also be booked by managers who would like to refresh their
people management skills. This curriculum is complemented
by the Fit2Lead Experienced Manager training, a new offer
we introduced in 2016. The Experienced Manager training is
geared towards managers who bring more than five years of
management experience and/or lead or influence larger teams.
It is an experiential learning programme with a focus on how to
lead those around you to perform better – as a team and as an
individual.
First leadership and executive groups started to take a newly
designed gender intelligence training aimed at challenging
gender stereotypes as well as providing leaders with data,
insights and tools for practising inclusive leadership to build a
more balanced organisation.
A creative climate to make a difference:
—— In 2016, we cascaded and hard-wired our three company behaviours – creativity, collaboration and confidence – into our global
Performance Management system and approach, The Score.
Creativity, collaboration and confidence – the ‘3Cs’ – are behaviours we as a company deem to be crucial for employees to
display on a daily basis in order to execute our Creating the New
strategy and become an even more consumer-focused organisation. As we enter 2017, we will focus on continuing to detail out
the exact definition of the 3Cs and use them as the foundation of
our company leadership framework.
—— In a continued effort to provide our employees with the best work
environment possible, further construction work has started on
our headquarters campus in Herzogenaurach. A new landmark
building called ‘Arena’ will become the company’s new main
office at the end of 2018, offering over 2,000 employees a new
home and centralising most of the employees in Herzogenaurach
on the World of Sports campus. A new restaurant and multipurpose conference centre called ‘HalfTime’ will be set up. 2016
also saw the construction of a second future workplace space:
‘Pitch 2’. Employees based in Pitch 1 and Pitch 2 work according
to the activity-based working concept: employees no longer have
assigned desks but can choose from a multitude of different types
of rooms and spaces (e.g. project room, focus box) based on the
tasks they have on hand. Change management in these new
buildings is supported through a dedicated mobile app as well
as employee-led feedback groups and regular feedback surveys.
73
2
Group M anagement Report – O ur Company
Our People
MEASURING THE SUCCESS OF OUR HR INITIATIVES:
EMPLOYEE ENGAGEMENT AND EMPLOYER RANKINGS
—— At our headquarters in Herzogenaurach, we also opened the
——
MakerLab. It serves as a dedicated space providing tools such as
laser cutters and 3D printers and know-how to help employees
realise their ideas and create prototypes. The MakerLab idea has
its roots in the ‘hacker space’ concept, where all employees are
given free rein to create and bring their ideas to life.
In Moscow, we opened a brand-new office building called ‘The
Home of Sport’. It includes store facilities, a state-of-the-art gym
as well as modern offices and open-plan spaces.
Our HR function measures the success and the effectiveness of
the company’s efforts with regard to its people initiatives through a
set of chosen KPIs. We will use two leading people KPIs: employee
experience (eNPS) as an internal measure and employer rankings
as an external measure.
Employee engagement: adidas carries out employee engagement
surveys in order to measure the engagement and motivation of our
employees. The results of these surveys are a non-financial KPI for
our company. see Internal Management System, p. 86 Following a successful
pilot within HR in 2016, a new approach towards measuring the
employee experience in the company will be launched during the
first half of 2017.
HR FOUNDATIONS FOR OUR PEOPLE STRATEGY
In 2016, the adidas HR function launched the People OneView
employee profile. People OneView is a self-service online portal
that allows employees, leaders and HR Partners to both access and
manage the most important personal and work data such as salary,
career and team information as well as HR applications. By providing
Employer rankings: Our ‘employer of choice’ status continues to
direct access to People OneView, users are now more empowered as
they can manage their most important personal data without having
to go via their HR Partner. HR Partners in turn gain back valuable
time to counsel and support employees.
garner worldwide recognition and enables us to attract, retain and
engage industry-leading talent to sustain the company’s success and
growth. In 2016, adidas locations around the world leveraged our
employer brand attributes for attraction, retention and engagement
strategies. This work contributed to several Top Ten rankings
worldwide and has also enabled us to recruit some of the industry’s
top talent. see Diagram 02
With the introduction of the HR Shared Service Centre for Germany,
all employee queries relating to compensation, benefits, time
management and HR systems are now centrally channelled and
managed through this newly founded department. HR Partners
are thus enabled to focus fully on supporting line managers and
employees on topics such as career counselling, people management
and coaching.
02AWARDS
The World’s Most Attractive
Employers/Universum
Corporate Health Award ’Special
Award for healthy nutrition’/EuPD
Research Sustainable Management,
Handelsblatt, TÜV SÜD Akademie
and ias-Gruppe
74
Best Employer 2017/glassdoor
Germany
trendence Graduate Barometer –
Business Edition/trendence
2
G roup M anagement Report – O ur Company
Our People
FOCUS ON PERFORMANCE:
OUR PERFORMANCE MANAGEMENT
Apprenticeships and internships: Our development programmes
are complemented by apprenticeship and internship programmes.
The adidas apprenticeship offers young people who want to join
our company directly out of school the opportunity to gain business
experience in a two- to three-year rotation programme. The
programme includes vocational training in retail, shoe technology
and IT, as well as integrated study programmes in fields such as
digital commerce, finance or international business. At the end
of 2016, we employed 63 apprentices in Germany (2015: 63) and
35 integrated study programme students (2015: 40). Our global
internship programme offers students three to six months of work
experience within adidas. In 2016, we employed 623 interns in
Germany (2015: 553).
To further drive high performance within the company, we use a
performance management approach called ‘The Score’. It brings
target setting, employee development and performance appraisal
under one common process. The Score also brings focus, simplicity
and alignment to the setting of team goals and individual targets.
Each employee is evaluated and receives feedback at least twice a
year.
Our remuneration system is based on this performance management
approach. As part of this system, we are committed to rewarding
our employees with compensation and benefit programmes that
are competitive in the marketplace. Remuneration throughout the
company comprises fixed and variable monetary compensation,
non-monetary rewards as well as other intangible benefits. The
cornerstone of our rewards programme is our Global Salary
Management System, which is used as a basis for establishing
Succession management: Our succession management approach
aims to ensure stability and certainty in business continuity. We
achieve this through a globally consistent succession plan which
covers successors for director-level positions and above. We conduct
regular reviews to ensure individual development plans are in place
to prepare successors for their potential next steps.
and evaluating the value of employees’ positions and salaries in a
market-driven and performance-oriented way. The various variable
compensation components we offer our employees include:
—— Bonus programme – short-term incentive programme
—— Profit participation programme – ‘Champions Bonus’
—— Long-Term Incentive Plan (LTIP) for leaders and Executive Board
members
—— 401-K Retirement Plan (USA) and the adidas Pension Plan
(Germany)
—— adidas Stock Purchase Plan.
ONLINE PLATFORMS TO DRIVE EMPLOYEE
COLLABORATION AND LEARNING
We believe that a robust and state-of-the-art internal communication
platform is essential for driving employee engagement and fostering
learning as well as open collaboration within our organisation. We
use an enterprise collaboration platform called ‘a-LIVE’, which
encourages employees to share knowledge, collaborate and
discuss current topics. In addition, we have established an ‘Ask the
Management’ platform on our intranet, enabling employees to openly
address questions to our senior leaders. Via a-LIVE we also offer
all employees access to the ‘Learning Campus’, a state-of-the-art
learning platform that provides opportunities for both e-learning
and knowledge sharing. Employees are able to access content 24/7
in a virtual environment.
Our subsidiaries also grant a variety of benefits to employees,
depending upon locally defined practices and country-specific
regulations and norms.
OUR TALENT AND SUCCESSION MANAGEMENT
Trainee programme: The Functional Trainee Programme (FTP) is
an 18-month programme providing graduates with an international
background and excellent educational credentials the opportunity to
start a functional career within adidas. The programme comprises
six three-month assignments in various departments. At least one
of these assignments takes place abroad. At year-end 2016, we
employed 49 participants in our global FTP (2015: 27).
75
2
Group M anagement Report – O ur Company
Our People
DEDICATED PROGRAMME TO SUPPORT
WORK-LIFE INTEGRATION
—— We provide quarterly diversity reports to management to support
We aim to harmonise the commercial interests of the company with
the professional, private and family needs of our employees. Our
Work-Life Integration Programme includes flexible work time and
place, people development and leadership competence related to
work-life integration, as well as family-oriented services. In addition
to providing flexible working arrangements, teleworking, sabbaticals
and parent/child offices, we have child-care facilities at our company
premises in Canton, USA, and a day-care centre at our headquarters
in Herzogenaurach, Germany.
—— We provide diversity training to our employees and gender intel-
decision making and target setting.
ligence training to our leaders.
—— Within the company, for example, we support the 500-member
In 2016, the employer rating service glassdoor rated adidas as the
best employer in Germany with regard to work-life balance offerings.
——
EMBRACING DIVERSITY AND INCLUSION
——
——
We believe it is crucial for the success of our company to have a very
diverse workforce and individuals with different ideas, strengths,
interests and cultural backgrounds. We see a great benefit in the
diversity of our employees as this helps us to better fulfil the wishes
and multi-faceted demands of our consumers around the world. All
our employees are appreciated – regardless of gender, nationality,
ethnic origin, religion, world view, disability, age, sexual orientation
or identity.
strong Women’s Networking group in Herzogenaurach.
Additionally, we continue our support of the international LGBT
community, which is also driven by our employees at our major
locations. The key objectives and contributions to adidas of the
latter are providing awareness and education, acting as an informational resource to interlinking departments and engaging
with the outside LGBT communities to combat prejudice and
discrimination.
We have been participating in diversity career fairs in Germany,
such as the Sticks & Stones in Berlin.
adidas is listed in the genderdax see Glossary, p. 217.
We regularly take part in benchmark studies in order to review
our activities in the fields of diversity and inclusion.
03 EMPLOYEE STATISTICS 1
2016
2015
60,617
55,555
Male
50%
50%
Female
50%
50%
Male
70%
71%
Female
30%
29%
Male
73%
76%
Female
27%
24%
Average age of employees (in years)
30
30
Average length of service (in years)
5
4
Total number of employees 2
Total employees (in %)
At our global headquarters in Herzogenaurach, we have employees
from more than 80 nations. As part of our global diversity approach
we proactively pursue a portfolio of internal and external activities
as well as memberships:
—— Our active membership in ‘Charta der Vielfalt’ (‘Diversity Charter’),
Prout at Work, the Diversity and Inclusion in Asia Network (DIAN)
and the non-profit organisation Catalyst allows us to promote
communication and the sharing of best practices and insights.
—— We have regular events highlighting diversity as a key topic, such
as our global Diversity Day.
Management positions (in %)
Management positions (in %) within adidas AG 3
1At year-end. Figures reflect continuing operations as a result of the divestiture of the
Rockport business.
2 Number of employees on a headcount basis.
3Calculated in accordance with German Act on Equal Participation of Women and Men in
Executive Positions in the Private and Public Sector in Germany.
76
2
G roup M anagement Report – O ur Company
Our People
MIXED LEADERSHIP TEAMS AND PROMOTING WOMEN
04 EMPLOYEES BY FUNCTION 1
Already in 2011, adidas proactively set itself the goal of increasing
the number of women in leadership positions in the coming years.
Specifically, the percentage share of women in management positions
is targeted to be increased globally from 30% today to 32% by 2017.
72
58% Own retail
10% Logistics
22
9
9
Irrespective of this, German law states that, from January 1, 2016,
at least 30% of Supervisory Board representatives of publicly listed
companies such as adidas AG shall be women.
58
10
9% Central functions & administration
9% Marketing
7% Sales
2% Production
2% IT
2% Research & development
As a result, the Supervisory Board and Executive Board of adidas AG
have set the following specific targets to be achieved by June 30, 2017:
—— The Supervisory Board will appoint one woman to the adidas AG
Executive Board.
—— The percentage share of women at Board -1 level will be increased
from 11% (as at July 2, 2015) to 18%.
—— The percentage share of women at Board -2 level will be increased
1 At year-end.
05 EMPLOYEES BY REGION 1
10% Western Europe
19% North America
from 26% (as at July 2, 2015) to 30%.
19
9
2
A prerequisite for increasing the number of women at the highest
levels of management is the general promotion of women within the
company worldwide at all levels of management.  www.adidas-group.
com/s/employees
8
4 10
7% Greater China
19
7
21
21% Russia/CIS
8% Latin America
2% Japan
9% MEAA
19% Group functions
4% Other Businesses
1 At year-end.
GLOBAL EMPLOYEE BASE FURTHER INCREASES
On December 31, 2016, the company had 60,617 employees, which
represents an increase of 9% versus 55,555 in the previous year. New
hirings related to the global marketing and sales organisation aimed
at further strengthening key growth areas and categories were the
main driver of this development. On a full-time equivalent basis,
our company had 51,899 employees on December 31, 2016 (2015:
47,435). see Table 06
Personnel expenses increased to € 2.532 billion in 2016 (2015:
€ 2.184 billion), representing 13% of sales (2015: 13%). see Note 33,
p. 189 An overview of the development of our employee base in the
past ten years can be found in our ten-year overview. see Ten-Year
Overview, p. 212
06 NUMBER OF EMPLOYEES BY FUNCTION 1
Employees 2
Own retail
Full-time equivalents 3
2016
2015
2016
2015
35,266
32,543
27,706
25,651
Sales
4,447
3,868
4,333
3,763
Logistics
6,337
6,132
6,021
5,598
Marketing
5,605
4,737
5,349
4,580
Central functions and
administration
5,250
4,774
4,948
4,508
Production
1,416
1,351
1,352
1,286
Research & development
1,128
993
1,058
927
IT
1,168
1,157
1,131
1,123
60,617
55,555
51,899
47,435
Total
1At year-end. Figures reflect continuing operations as a result of the divestiture of the
Rockport business.
2 Number of employees on a headcount basis.
3Number of employees on a full-time equivalent basis.
77
2
Group M anagement Report – O ur Company
Sustainability
SUSTAINABILITY
Our Sustainability Strategy ensures the alignment of our sustainability work with our overall business goals. While it addresses our
responsibility towards our employees, the people who make our products, the environment and the communities we operate in, it also
follows the ambitious plan to grow our business even further.
SUSTAINABILITY STRATEGY AS A DIRECT
OUTCOME OF ‘CREATING THE NEW’
CROSS-FUNCTIONAL GOVERNANCE STRUCTURE
SUPPORTS EXECUTION OF STRATEGY
Our new Sustainability Strategy ‘Sport needs a space’, our roadmap
towards 2020 and beyond, is a direct outcome of our business strategy
‘Creating the New’. It translates our overall sustainability efforts
into tangible goals that have a direct impact on the world of sport
we operate in. Introduced in 2016, the Sustainability Strategy builds
on existing programmes and tackles these subjects that are most
A cross-functional governance structure ensures timely and straight
execution of the strategy. Reporting directly to the Executive Board,
a sponsor board composed of all functional heads from Social &
Environmental Affairs (SEA), Global Operations, Global Brands,
Human Resources, Global Workplaces, Retail Concept, Sales,
Finance and Communication oversees the progress made towards
material to our business and our stakeholders. It seamlessly supports
our overall business goals and is directly linked to our core DNA as
a global sports company.
our 2020 goals and gives direction for further development of the
strategy. The sponsor board also works in close alignment with the
strategic working group that is tasked with the monitoring of ongoing
relevant developments within the company and reporting of progress
to the sponsor board. Ultimately, the programme owners ensure
operational execution of the strategy.
We believe that through sport we have the power to change lives. But
sport needs a space to exist, such as a field to play on and a mountain
to climb. These spaces are increasingly endangered due to man-made
issues, including human rights violations, pollution, growing energy
consumption and waste. Our holistic strategy ‘Sports needs a space’
addresses the challenges that endanger the spaces of sport and
simultaneously our planet and people.
IDENTIFYING STRATEGIC PRIORITIES:
ONGOING MATERIALITY ANALYSIS
We seek to ensure that our Sustainability Strategy addresses the
topics that are most salient to our business as well as the challenges
ahead. Equally, they must seamlessly support our overall business
goals and are directly linked to our core DNA as a global sports
company. Our last extensive materiality assessment involved a wide
range of internal and external stakeholders and since then has been
regularly updated based on our ongoing stakeholder engagement.  www.adidas-group.com/s/materiality-analysis
SIX STRATEGIC PRIORITIES FOR 2020
‘Sport needs a space’ identifies six strategic priorities to address the
issues and challenges of the spaces where sport is made (all places
where products are created, designed, manufactured and shipped),
where sport is sold (own retail, wholesale and e-commerce in our
markets) and where sport is played (from the indoor court to the
outdoor pitch all over the world).
As a result we have chosen the following six strategic ambitions and
embedded goals within the two dimensions of ‘product’ and ‘people’
that we aim to reach by 2020.
These strategic priorities are cross-cutting and relevant for all ‘spaces’
and have been translated into tangible and measurable goals. They
specifically focus on two dimensions: our products, which include
materials, technologies, the manufacturing process, shop fittings and
infrastructure, and people, for example our own employees as much
as our factory workers, fans and athletes. see Diagram 01
A full overview of our 2020 goals and ambitions can be found on
our website. For a detailed overview of the progress we have
made towards these goals, please see our Sustainability Progress
Report 2016 (as of April 2017).  www.adidas-group.com/s/sustainability-strategy  www.adidas-group.com/s/sustainability-reports
78
2
G roup M anagement Report – O ur Company
Sustainability
01 OUR SUSTAINABILITY STRATEGY
SPORT NEEDS A SPACE
WE TAKE RESPON SI B I LITY FOR TH E ENTI RE LI FE CYCLE OF SPORT:
IN ALL SPACES WHERE SPORT IS MADE SOLD PLAYED
PEOPLE
PRODUCT
1
WE VALUE
WATER
2
WE INNOVATE
MATERIALS AND
PROCESSES
3
WE CONSERVE
ENERGY
1
WE EMPOWER
PEOPLE
PRODUCT PRIORITY NO. 1:
WE VALUE WATER
2
WE IMPROVE
HEALTH
3
WE INSPIRE
ACTION
Further, we want to achieve rolling out a global product take-back
programme to all of our key cities and markets and will be investing
in materials, processes and innovative machinery which will allow
us to upcycle materials into products and reduce waste. Ongoing
examples include Sport Infinity and Futurecraft Tailored Fibre.
Lastly, we plan to achieve 100% sustainable input chemistry by
adopting the ZDHC Manufacturing Restricted Substances List,
phasing out hazardous chemicals and providing our strategic
suppliers with a list of positive chemistry (the bluesign bluefinder).
see Research & Development, p. 67  www.adidas-group.com/s/sustainability-innovation  www.adidas-group.com/s/chemical-footprint
Water is essential for life. It is also a key resource for our industry. In
order to tackle the ever-growing issue of water scarcity and achieve
water stewardship, we have developed an approach addressing water
efficiency, quality and accessibility.
The goals we want to achieve by 2020 include 20% water savings at
our strategic suppliers, 50% water savings at our apparel material
suppliers and 35% water savings per employee at our own sites.
Additionally, we will further expand the use of waterless technologies
for our products and continue to develop programmes focused on
providing access to clean water in the communities we operate
in.   www.adidas-group.com/s/environmental-approach   www.adidas-group.com/s/
sustainability-innovation
PRODUCT PRIORITY NO. 3:
WE CONSERVE ENERGY
The responsible use of energy is critical for our planet to survive.
In order to mitigate climate change, we are committed to reducing
our absolute energy consumption and CO² emissions, transitioning
to clean energy and looking into energy-harvesting opportunities.
PRODUCT PRIORITY NO. 2:
WE INNOVATE MATERIALS & PROCESSES
We create the best products for the athlete, while optimising our
environmental impact. We are committed to steadily increasing
the use of more sustainable materials in our production, products
and stores. At the same time, we are driving towards closed-loop
solutions.
Goals we have set ourselves for 2020 include 20% energy savings
at our strategic suppliers, 3% absolute annual reduction in Scope 1
and Scope 2 1 CO² emissions at our own sites, further expansion
of ISO 14001 to key sites globally at our own operations and LEED
certification for new corporate construction key projects. Additionally,
we will reduce the environmental footprint of our consumer events.
Examples of the goals we want to achieve by 2020 include 20%
waste reduction at our strategic suppliers, 50% waste diversion for
owned operations to minimise landfill and 75% paper reduction per
employee at our own sites. Additionally, we are working on replacing
conventional cotton, with the aim of achieving 100% sustainable
cotton by 2018, and on phasing out the use of virgin plastic. In 2016,
we already successfully eliminated plastic bags in all our own stores
and franchise stores globally. We strive to steadily increase the use
of recycled polyester in our products and create a completely new
supply chain for Ocean Plastic together with our partner Parley for
the Oceans.
In order to contribute to these ambitious targets, Green Company,
the successful programme to drive environmental performance
at our own sites globally, was expanded in 2016 to include new
aspects. For the very first time, it now covers our own-retail stores
1Scope 1: Emissions that arise directly from sources that are owned or controlled by adidas
entities, such as fuels used in our boilers; Scope 2: emissions generated by purchased
electricity consumed by adidas entities.
79
2
Group M anagement Report – O ur Company
Sustainability
and includes, for example, LEED-certifying our new flagship stores.
More information about our progress will be available in our Green
Company Performance Analysis 2016 (as of April 2017).  www.adidasgroup.com/s/environmental-approach
PEOPLE PRIORITY NO. 1:
WE EMPOWER PEOPLE
People are at the heart of everything we do. Like a coach ensures
that all of the players on the pitch are in the right position for the
best results, we empower people to exercise their rights and unlock
their potential.
refugees, giving them a change from their everyday life through sports
activities and language tuition and offering them a positive outlook.
We are actively participating in refugee-related networks, such
as ‘Unternehmen integrieren Flüchtlinge’ (Companies integrate
refugees) or ‘Wir zusammen’ (Us Together). ‘Wir zusammen’ is an
ideal platform for coordinating our activities with other companies
and maximising our impact. Since the start of ‘Wir zusammen’,
the number of participants in the network has risen to 150.   www.adidas-group.com/s/community-engagement   www.unternehmen-integrierenfluechtlinge.de  www.wir-zusammen.de
By 2020, we will empower our supply chain workers by expanding
and refining grievance systems and skill training programmes, which
include the expansion of the Workers’ Hotline to the countries where
our strategic suppliers are located. We will further drive and support
PEOPLE PRIORITY NO. 2:
WE IMPROVE HEALTH
our suppliers and licensees in achieving top scores as defined by our
rigid sustainability assessment and scoring method using our C KPI
and E KPI 2. We will foster cross-functional and cross-cultural careers
and experiences for our employees – this includes volunteering
programmes together with the adidas Fund and Reebok BOKS, a
free before-school physical activity programme mastered by Reebok
and the Reebok foundation, which also enhances soft skills such as
teamwork, leadership, decision-making and communication while
increasing our employees’ commitment and motivation. And lastly
we will champion diversity – regardless of gender, nationality, ethnic
origin, religion, world view, age, sexual orientation or gender identity. see Internal Management System, p, 86  www.adidas-group.com/s/supply-chain-approach  www.adidas-group.com/s/employees
educating them on physical and mental health, fitness and nutrition.
This will ultimately allow them to lead a healthier and more fulfilled
lifestyle.
Social engagement and support for people in need are key
components of our corporate culture. For many years now, we have
been working closely with several organisations on both a local and
global level, which the company supports with monetary and in-kind
donations. In 2016, this included more than € 600,000 for refugee
aid in Europe and the Middle East. In addition, the company donated
considerable volumes of products for refugees worldwide, largely
in close cooperation with ‘Luftfahrt ohne Grenzen’ (‘Wings of Help’).
In its support for refugees, adidas follows a holistic concept based
on three pillars: humanitarian help, enable and support, and
employment integration. In 2016, activities focused on employment
integration and training of refugees. As a result, we were able to offer
33 refugees the opportunity to do an internship. In addition, adidas
grants every employee participating in voluntary work with refugees
that exceeds a certain number of hours three days’ special leave for
such activities. In 2016, our employees invested around 1,300 hours
into the integration of refugees. This enables the company, together
with the adidas Fund and external partners, to help a large number of
Sport is the key to an individual’s health and happiness. Our aim is
to enable people around the world to participate in sports, while
By 2020, we will introduce education and upskilling measures on
health and work-life balance topics for our employees, develop a
global Health Management strategy for our employees and utilise
sport as a tool to teach values and boost young people’s academic
and physical performance, adding to their overall confidence and
well-being. Through the BOKS programme, we will refine and perfect
the collective impact model with our other partners, including those
from the healthcare industry, to provide a solution to the physical
inactivity epidemic. We also aim to increase the number of enrolled
BOKS schools by 50% in our target areas.  www.adidas-group.com/s/employees  www.adidas-group.com/s/community-engagement
PEOPLE PRIORITY NO. 3:
WE INSPIRE ACTION
We work hard every day to inspire and enable people to harness the
power of sport in their lives. Likewise, we want to keep driving change
in our industry by leading by example.
We will continue to focus on rewarding our employees’ commitment
and contributions to our company’s purpose, strategy and success,
and on encouraging and supporting employee volunteering. We
will engage with creators and influencers and drive innovative
collaborations, inspire consumers, key partners, brand assets and
others to join us on our journey. Furthermore, we continue to team
up with our athletes who will act as role models for young creators,
sharing experiences and showing that sport is about passion,
determination, teamwork, helping others and being active.
2The C KPI rating is our tool to measure the social compliance performance of our suppliers.
The E KPI rating is our tool to measure the environmental performance of our suppliers.
80
2
G roup M anagement Report – O ur Company
Sustainability
OUR FUNDAMENTALS:
COMPLIANCE AND TRANSPARENCY
ENABLING FAIR AND ENVIRONMENTALLY SOUND
WORKING CONDITIONS IN OUR SUPPLY CHAIN
Our ‘Workplace Standards’, the supply chain code of conduct
established in 1997, are a contractual obligation under the
manufacturing agreements the company signs with its main business
partners to ensure workers’ health and safety and they provide
provisions to ensure environmentally sound factory operations.
These standards follow International Labour Organization (ILO) and
United Nations conventions relating to human rights and employment
practices, as well as the model code of conduct of the World Federation
of the Sporting Goods Industry (WFSGI).
PROTECTING HUMAN RIGHTS
adidas recognises its responsibility to respect human rights and the
importance of showing that we are taking the necessary steps to fulfil
this social obligation as a business. We do this by striving to operate
responsibly along the entire value chain, by safeguarding the rights
of our own employees and those of the workers who manufacture
our products through our ‘Workplace Standards’, and by applying our
influence to affect change wherever human rights issues are linked
to our business activities.
To enforce compliance with these standards, the SEA team regularly
conducts announced and unannounced social compliance and
environmental audits and assesses suppliers by means of an
innovative rating system using a score between 1C/1E (worst) and
5C/5E (best). According to the results, our Sourcing teams decide
Since its inception in 1997, our human and labour rights programme
has been built on the back of intense stakeholder outreach and
engagement: seeking to understand and define the most salient
issues to address as a company. Recent highlights of our work
include the publication of our approach to support human rights
defenders, our participation in a pilot to create an international
corporate human rights benchmark for business globally and
our ongoing disclosure of cases received through our thirdparty complaints mechanism, which is part of our long-standing
approach to transparency and accountability. Our work was awarded
with a leadership position in the KnowTheChain ranking in 2016.  www.adidas-group.com/s/human-rights
the course of action ranging from training needs at the factories to
reinforcement mechanisms such as sending warning letters or even
termination of contracts. Potential new suppliers are assessed in a
similar way and orders can only be placed if SEA approval has been
granted.  www.adidas-group.com/s/supply-chain-approach see Table 02 see Table 03 see Diagram 04
02 PERFORMANCE DATA
Factory visits
1,225 (2015: 1,255)
Social compliance audits (external and internal) 1
989 (2015: 1,135)
Environmental audits
143 (2015: 138)
Audits FLA
4 (2015: 4)
Training sessions 2
171 (2015: 120)
Social compliance performance (C KPI)
see Diagram 04
Termination for compliance reasons
10 (2015: 3)
Better Cotton used (2018 target: 100%)
68% (2015: 43%)
1In 2016, the total number of social compliance audits declined slightly compared to the previous year. This has several reasons, including the increased collaboration with other brands and the decrease
in the number of audits required for our high-performing suppliers.
2 Due to the restructuring of our teams into two specialised teams for Advisory and Monitoring, we had more capacities to provide considerably more training to our suppliers.
03 COMPLIANCE RATINGS
Grade
KPI score band
Performance description
1C
0% – 29%
There are numerous severe non-compliance issues and no compliance management and compliance practices in place. The
factory has been given notice that business will be terminated unless there is immediate improvement.
2C
30% – 59%
There are some non-compliance issues and no compliance management systems. However, there are some effective
compliance practices being delivered.
3C
60% – 79%
There are minor non-compliance issues. The factory has compliance management systems and some effective compliance
practices in place.
4C
80% – 89%
Generally, there are no non-compliance issues. The factory has compliance management systems in place, and most of the
components are effective.
5C
90% – 100%
There are no non-compliance issues and all of the factory's management systems and practices are well delivered and
effective.
81
2
Group M anagement Report – O ur Company
Sustainability
04 DEVELOPMENT BY COMPLIANCE RATINGS 1 IN %
1C
2C
3C
40
34
30
30
43
32
23
20
10
0
5C
50
47
50
4C
14
2
1
16
3
1
3
1
■ 2014 ■ 2015 ■ 2016
1We saw a slight decline in the number of our high-performing suppliers as a result of the implementation of a more consistent application of our rigid audit process.
To best reduce our suppliers’ environmental impacts at their
based on findings in our ongoing dialogue with scientific organisations.
manufacturing plants we help them establish sound environmental
management systems. We have specific guidelines and training
programmes in place for our suppliers, using the environmental
performance of our own sites as best-practice examples. Our
suppliers’ environmental impacts and progress are tracked through
a tailored data management system that requires them to report
environmental data such as carbon emissions, energy and water
consumption as well as waste volumes on a regular basis. The
majority of our footwear sourcing volume is produced in factories
which are OHSAS 18000 and/or ISO 14001 certified. The remaining
part of our footwear sourcing volume is produced in factories that
have management systems in place but have not yet been certified.
All footwear factories are regularly assessed against our standards
on environment and workplace health and safety.  www.adidas-group.
com/s/policies
Both our own quality assurance laboratories and external testing
institutes are used to constantly monitor material samples to ensure
supplier compliance with these requirements. Materials that do not
meet our standards and specifications are rejected.  www.adidas-group.
com/s/product-safety
ENSURING OUR PRODUCTS ARE SAFE
We have company-wide product safety policies in place that ensure
we consistently apply physical and chemical product safety and
conformity standards across all brands. Since pioneering the
Restricted Substances Policy in 1998, we continue to develop policies
which ban or restrict chemicals in our products. The Restricted
Substances Policy for product materials covers the strictest local
requirements and includes best-practice standards as recommended
by consumer organisations. It prohibits, for example, the use of
chemicals considered harmful or toxic, the sourcing or processing
of raw materials from any endangered or threatened species and
the use of leathers, hides or skins from animals that have been
inhumanely treated, whether these animals are wild or farmed. They
are mandatory for all business partners and are updated regularly
82
DRIVING STAKEHOLDER DIALOGUE AND
INCREASING TRANSPARENCY
We openly engage with numerous stakeholders, involving them
in key social and environmental decisions that shape day-to-day
operations. Through active participation in, for example, the Better
Cotton Initiative (BCI), the Sustainable Apparel Coalition (SAC), the
Leather Working Group (LWG) and the AFIRM Working Group, we
work closely with leading companies from a variety of sectors to
develop sustainable business approaches and to debate social and
environmental topics on a global level. This is also supported by our
membership in organisations such as the World Federation of the
Sporting Goods Industry (WFSGI), the Fair Factories Clearinghouse
(FFC) and the Fair Labor Association (FLA). In addition, we build
awareness, capacity and knowledge of laws and rights among factory
management and workers by partnering with leading providers such
as the EHS+ Centre in China and the ILO’s Better Work programme.
A key element of our transparent communication is the disclosure
of our global supplier factory list on our website. First published in
2007 and updated twice a year, it is complemented with factories
that manufactured products for major sports events such as the
FIFA World Cup or Olympic Games.  www.adidas-group.com/s/partnerships  www.adidas-group.com/s/supply-chain-approach
2
G roup M anagement Report – O ur Company
Sustainability
ADIDAS AG IN SUSTAINABILITY INDICES
EXTERNAL RECOGNITION FOR OUR
SUSTAINABILITY EFFORTS
We have continuously received positive recognition from international
institutions, rating agencies, NGOs and socially responsible investment
analysts for our sustainability initiatives. In 2016, adidas AG was again
represented in a variety of high-profile sustainability indices. For the
17th consecutive time, adidas AG was selected to join the Dow Jones
Sustainability Indices (DJSI), the world’s first global sustainability
index family tracking the performance of the leading sustainabilitydriven companies worldwide. As one of the top-scoring companies
in our industry, adidas AG has received the Gold Class and Industry
Mover distinction for excellent sustainability performance. Within
each industry, companies with a minimum total score of 60 and
whose score is within 1% of the top-performing company’s score
receive the RobecoSAM Gold Class award. In the sector ‘Textiles,
Apparel & Luxury Goods’, adidas AG was rated industry best in
the criteria Brand Management, Innovation Management, Risk &
Crisis Management, Environmental Policy & Management Systems,
Operational Eco-Efficiency, Corporate Citizenship & Philanthropy
and Stakeholder Engagement. Furthermore, in 2016, adidas was
ranked fifth among the Global 100 Most Sustainable Corporations in
the World (Global 100 Index), making it to the Top Ten for the third
consecutive year. The company has also again received recognition
for outstanding environmental performance of its supply chain
in China, ranking first in the textile industry in the annual CITI
(Corporate Information Transparency Index) evaluation for the second
year in a row. The ranking was developed jointly by the Institute of
Public & Environmental Affairs (IPE) and the Natural Resources
Defense Council (NRDC) and identifies the top brands to carry out
environmental management towards their supply chains in China.
—— Dow Jones Sustainability Index (World and Europe)
—— Euronext Vigeo Indices (Eurozone 120 and Europe 120)
—— ECPI Ethical Equity Indices (Euro and EMU) & ECPI ESG Equity
(Euro and World)
—— Ethibel Sustainability Indices (Global and Europe)
—— FTSE4Good Index Series
—— MSCI Global Sustainability Indices & MSCI SRI Indices
—— STOXX ESG Leaders
—— Global 100 Most Sustainable Corporations in the World
(Global 100 Index)
—— Carbon Disclosure Project Climate Change (Score B)
and Water (Score B)
83
FI N
AN
C
RE
VIE IAL
W
— INTERNAL MANAGEMENT SYSTEM
B
USINESS PERFORMANCE
—
Economic and Sector Development
86
90
90
Income Statement
92
Statement of Financial Position and Statement of Cash Flows
96
Treasury101
Financial Statements and Management Report of adidas AG
104
Disclosures pursuant to § 315 Section 4 and § 289 Section 4
of the German Commercial Code
107
B
—
USINESS PERFORMANCE BY SEGMENT
Western Europe
111
S
—
UBSEQUENT EVENTS AND OUTLOOK
Subsequent Events
115
R
—
ISK AND OPPORTUNITY REPORT
Illustration of Material Risks
118
111
North America
111
Greater China
112
Russia/CIS112
Latin America
113
Japan113
MEAA113
Other Businesses
114
115
Outlook115
Illustration of Opportunities
—M
ANAGEMENT ASSESSMENT OF ­
PERFORMANCE, RISKS AND
­OPPORTUNITIES, AND OUTLOOK
123
131
133
GROUP MANAGEMENT REPORT
This report contains the Group Manage­­ment Report of the
adidas Group, comprising adidas AG and its consolidated
subsidiaries, and the Manage­ment Report of adidas AG.
85
3
Group M anagement Report – F inancial Review
Internal Management System
INTERNAL MANAGEMENT SYSTEM
In order to increase shareholder value, adidas aims to maximise operating cash flow. We strive to achieve this by continually improving
our top- and bottom-line performance while at the same time optimising the use of invested capital. In addition, we focus on driving
strong earnings growth in the interest of our shareholders. Our company’s planning and controlling system is therefore designed
to provide a variety of tools to assess our current performance and to align future strategic and investment decisions to best utilise
commercial and organisational opportunities.
INTERNAL MANAGEMENT SYSTEM DESIGNED
TO DRIVE SHAREHOLDER VALUE
We believe operating cash flow see Glossary, p. 218 is one of the most
important drivers to increase shareholder value. To support this,
the company’s Management focuses on a set of major financial Key
Performance Indicators (KPIs). see Diagram 01 Increasing net sales
and operating profit are the main contributors to improve operating
cash flow. In addition, strict management of operating working
capital and value-enhancing capital expenditure are beneficial for
operating cash flow development. In order to maximise operating
cash flow generation across our organisation, the management
teams of our operating segments are responsible for improving net
sales and operating profit as well as optimising operating working
capital and capital expenditure. In addition, to keep Management
focused on driving strong returns in the interest of our shareholders,
the development of the company’s net income position, as well as
earnings per share (EPS), is of high importance. see Diagram 01
is our approach to a systematic and consistent consideration of the
company’s major value drivers such as our employees, our brands,
sustainability and financials in decision-making.
OPERATING MARGIN AS MAJOR KPI FOR
OPERATIONAL PROGRESS
Operating margin (defined as operating profit as a percentage of
net sales) is one of our company’s major KPIs to drive and improve
our operational performance. It highlights the quality of our top line
and operational efficiency. The primary drivers central to enhancing
operating margin are as follows:
—— Sales and gross margin development: Management focuses
on identifying and exploiting growth opportunities that not only
provide for future top-line improvements, but also have potential
to increase our gross margin. Major levers for enhancing our
sales and gross margin include:
—— Minimising clearance activities, while at the same time
increasing the full-price share of sales.
—— Optimising our product mix.
—— Improving the quality of distribution, with a particular focus
on controlled space see Glossary, p. 216.
—— Realising supply chain efficiency initiatives.
In order to encourage long-term performance improvements, we
measure the development of the business units over a multi-year
period. In this context, we also recognise that the long-term success
of our company depends on our ability to identify, measure and
manage all relevant tangible and intangible value drivers of the
entire organisation. As a consequence, in 2016, we continued our
efforts towards Integrated Performance Management (IPM), which
01 MAJOR KEY PERFORMANCE INDICATORS (KPIS)
Net sales
Operating profit
Operating working capital
Operating cash flow
Capital expenditure
Net income/EPS
Shareholder return
86
Shareholder
value
3
Group M anagement Report – F inancial Review
Internal Management System
CAPITAL EXPENDITURE TARGETED
TO MAXIMISE FUTURE RETURNS
—— Operating expense control: Management puts high emphasis on
tightly controlling operating expenses to leverage sales growth
through to the bottom line. This requires a particular focus on
ensuring flexibility in the company’s cost base. Expenditure for
marketing investments see Glossary, p. 217 is one of our largest
operating expenses and at the same time one of the most
important mechanisms for driving brand desirability and top-line
growth sustainably. Therefore, we are committed to improving the
efficiency of our marketing investments. This includes concentrating our communication efforts on key global brand initiatives
and focusing our promotion spend on well-selected partnerships
with top events, leagues, clubs, athletes and artists.
Improving the effectiveness of capital expenditure is another major
lever to maximise our operating cash flow. We control capital
expenditure with a top-down, bottom-up approach. In a first step,
Management defines focus areas and an overall investment budget
based on investment requests from various functions within the
organisation. Then, in a second step, our operating segments align
their initiatives within the scope of assigned priorities and available
budget. We evaluate potential return on planned investments utilising
the net present value method. Risk is accounted for, adding a risk
premium to the cost of capital and thus reducing our estimated future
earnings streams where appropriate. By means of scenario planning,
the sensitivity of investment returns is tested against changes in initial
assumptions. For large investment projects, timelines and deviations
versus budget are monitored on a monthly basis throughout the
course of the project.
We also aim to increase operational efficiency by tightly managing
operating overhead expenses see Glossary, p. 218. In this respect,
we regularly review our operational structure – streamlining
business processes, eliminating redundancies and leveraging
the scale of our organisation. These measures may also be
supplemented by short-term initiatives such as temporarily
curtailing operational investments, for example staff hiring.
In addition to optimising return on investments, we evaluate larger
projects upon completion and document learnings for future capital
expenditure decisions.
TIGHT OPERATING WORKING CAPITAL MANAGEMENT
NET INCOME AND EARNINGS PER SHARE
TO FOCUS ON SHAREHOLDER INTERESTS
Due to a comparatively low level of fixed assets required in our
business, the efficiency of the balance sheet depends to a large
degree on our operating working capital management. In this context,
our key metric is average operating working capital as a percentage
of net sales. Monitoring the development of this metric facilitates
the measurement of our progress in improving the efficiency of our
business cycle.
Beyond our ambition to maximise operating cash flow, we are
committed to a continuous improvement in the company’s bottom line.
We are convinced that, by doing so, we place an even stronger focus on
the interests of our shareholders. Consequently, Management closely
monitors the development of both net income and earnings per share
(EPS) and executes against these two major financial KPIs. see
Diagram 01 Our strong focus on driving the company’s bottom line is also
reflected in the fact that our Management’s variable compensation is
linked to the company’s net income growth. see Compensation Report, p. 32
We strive to proactively manage our inventory levels to meet market
demand and ensure fast replenishment. Inventory ageing is controlled
carefully to reduce inventory obsolescence and to minimise clearance
activities. As a result, inventory days lasting is an important metric as
it measures the average number of days goods remain in inventory
before being sold, highlighting the efficiency of capital locked up in
products. To optimise capital tied up in accounts receivable, we strive
to improve collection efforts in order to reduce the Days of Sales
Outstanding (DSO) and improve the ageing of accounts receivable.
Likewise, we strive to optimise payment terms with our suppliers to
best manage our accounts payable.
87
3
Group M anagement Report – F inancial Review
Internal Management System
NON-FINANCIAL KEY PERFORMANCE INDICATORS
In addition to the major financial KPIs to assess the performance
and operational success of our company, as outlined above, we
have identified a set of non-financial KPIs that help us track our
progress in areas that are critical for our long-term success but are,
however, not directly reflected in the financial statements. These
non-financial KPIs are assessed on a regular basis and managed
by the respective business functions. Non-financial KPIs which
we are closely monitoring include, amongst others, Net Promoter
Score (NPS), market share, backlogs and sell-through data as well
as our customer delivery performance (On-Time In-Full), employee
engagement and a set of KPIs in the area of our sustainability
performance.
Net Promoter Score (NPS): Maintaining and enhancing brand
desirability through the creation of strong brand identities is crucial
for sustaining and driving profitable growth. Therefore, mainly on
a market and category level, we invest in primary qualitative and
quantitative research such as trend scouting and consumer surveys
to determine brand loyalty and brand strength. Measures that are
tracked include brand awareness, likeability and purchase intent.
Furthermore, within the framework of Creating the New, we
implemented an NPS system, which strengthens our capabilities to
more carefully review brand advocacy as NPS tells us how likely it
is that consumers will recommend our brands. NPS is a key pillar
in transforming our company into a consumer-centric organisation.
It represents a holistic and transparent measure of brand
performance and has been successfully applied in other industries
and organisations. NPS comes from the following question asked to
a surveyed group of people: ‘How likely is it that you would recommend
this brand to a friend?’ The answer has a scale from 0 to 10 with 10
being the most likely. NPS is calculated using Promoters (consumers
that answered 9 or 10) minus Detractors (consumers that answered
0 to 6). Consumers answering 7 or 8 are called Neutrals or Passives
and are not taken into consideration for the calculation of the NPS.
Our efforts around NPS (both our own NPS as well as the NPS of
our major competitors) are driven by an independent agency and
monitored by our internal global consumer insight teams on a regular
basis. We firmly believe that advocacy will create sustained growth
for our brands, underpinned by the fact that brand advocates on
average buy more than non-advocates. In addition, a large part of
our consumers rely on referrals by friends or family when making
purchase decisions. Consequently, the results from our NPS system
are also reflected in the variable compensation for Executive Board
members and a large number of our employees. see Compensation
Report, p. 32
Market share: To measure the operational performance of our brands
relative to our major competitors, we continuously collect, on a market
and category level, market share data. see Corporate Strategy, p. 48 The
findings provide detailed insights for our senior management team
into which markets and categories we have been able to gain market
share relative to our peers, enabling us to leverage those insights
across the organisation. see Management Assessment of Performance, Risks and
Opportunities, and Outlook, p. 133 In addition, the results help us to define
clear roles and responsibilities for each of our markets and categories
within our long-term strategic aspirations, based on their overall
positioning within the sporting goods industry.
Backlogs and sell-through data: To manage demand planning and
better anticipate our future performance, backlogs see Glossary, p. 216
comprising orders received up to nine months in advance of the actual
sale are monitored closely. However, due to the growing share of
own retail in our business mix, fluctuating order patterns among
our customers as well as an increasing part of our business being
realised under significantly shortened lead times, orders received
from our retail partners are less indicative of anticipated revenues
for adidas compared to the past. Therefore, qualitative feedback
from our retail partners on the full-price sell-through success of
our collections at the point of sale as well as data received from our
own-retail activities is becoming increasingly important.
On-Time In-Full (OTIF): OTIF measures the company’s delivery
performance towards customers and our own-retail stores. Managed
by our Global Operations function, OTIF assesses to what degree
customers received what they ordered and if they received it on time. see Global Operations, p. 62 It helps us to investigate improvement potential
in the area of order book management and logistics processes. It
therefore also helps us to improve our delivery performance, which
is a major aspect when it comes to customer satisfaction. The OTIF
assessment covers both the adidas and Reebok brands in most of
our key markets. see Management Assessment of Performance, Risks and Opportunities,
and Outlook, p. 133
88
3
Group M anagement Report – F inancial Review
Internal Management System
Employee engagement: To measure the level of engagement and
motivation of our employees, adidas carries out employee engagement
surveys. These surveys aim to provide key insights into how well we, as
an employer, are doing in engaging our employees. They thus enable
us to develop the right focus and future people strategies across
our organisation. Against the background of organisational changes
within the company, the existing engagement survey approach has
been re-designed with regard to the survey’s scope and frequency.
The new survey approach is planned to be introduced in 2017. see
Our People, p. 72
Taking into account year-to-date performance as well as opportunities
and risks, the company’s full year financial performance is forecasted
four times a year. In this respect, also backlogs, sell-through data,
feedback from customers and own-retail stores are assessed as
available. Finally, as a further early indicator for future performance,
the results of any relevant recent market and consumer research are
assessed as available.
Sustainability performance: We have a strong commitment to
enhance the social and environmental performance of our company.
By doing so, we firmly believe we will not only improve the company’s
overall reputation, but also increase its economic value. We have
therefore implemented a comprehensive Sustainability Strategy
under which we regularly review our performance. We closely monitor
In order to further optimise profitability and working capital efficiency
as well as operating cash flow development, we continue to drive our
Integrated Business Planning initiative (IBP). This initiative focuses
on developing and forming an enhanced forecasting approach by
aligning processes and timelines of major business functions such
as marketing, sales and operations at a market and global level.
our sustainability targets and have set ourselves clear milestones. A
major focus lies on monitoring and rating our supplier factories with
regard to compliance with our Workplace Standards and rating the
effectiveness of compliance systems. A rating tool helps us evaluate
six fundamental elements of social compliance. see Sustainability,
p. 78 We have a strong track record in sustainability reporting, with
our Sustainability Progress Report being an integral part of this.
All our social and environmental publications, which include more
details and additional data, are provided on our corporate website. see Management Assessment of Performance, Risks and Opportunities, and Outlook, p. 133  www.adidas-group.com/s/sustainability-reports
The centre-point of this approach is to improve the reliability of
future business planning, leading to a new efficiency level of order
book building and conversion. This, in turn, is expected to lead to an
increase in the full-price share of sales.
ENHANCED INTEGRATED BUSINESS PLANNING
AND MANAGEMENT APPROACH
STRUCTURED PERFORMANCE MEASUREMENT SYSTEM
We have developed an extensive performance measurement
system, which utilises a variety of tools to measure the company’s
performance. Key performance indicators as well as other important
financial metrics are monitored and compared against initial targets
as well as rolling forecasts see Glossary, p. 218 on a monthly basis.
When negative deviations exist between actual and target numbers,
we perform a detailed analysis to identify and address the cause. If
necessary, action plans are implemented to optimise the development
of our operating performance. To assess current sales and profitability
development, Management continuously analyses the performance
of our operating segments. We also benchmark our financial results
with those of our major competitors on a regular basis.
89
3
Group M anagement Report – F inancial Review
Business Performance – Economic and Sector Development
BUSINESS PERFORMANCE
2016 marked a year of strong operational and financial performance for adidas. Revenues increased 18% on a currency-neutral basis,
driven by strong double-digit growth at the adidas brand and mid-single-digit sales increases at the Reebok brand. All market segments
recorded currency-neutral sales increases, with double-digit growth across all regions except Russia/CIS, where revenues grew at
a low-single-digit rate. Despite severe pressure from negative currency effects, the gross margin increased 0.3 percentage points to
48.6%, reflecting an improved pricing, product and channel mix as well as lower input costs. Other operating expenses as a percentage
of sales were down 0.3 percentage points to 42.8%. In combination with a non-recurring gain related to the early termination of the
Chelsea F.C. contract, the operating margin increased a robust 1.3 percentage points to 7.7%, excluding last year’s goodwill impairment
losses. As a result, net income from continuing operations, excluding goodwill impairment losses in the prior year, increased 41% to
€ 1.019 billion. At € 4.99, diluted EPS from continuing operations grew 41%, excluding goodwill impairment losses in the prior year.
ECONOMIC AND SECTOR DEVELOPMENT
USA, remained major sources of uncertainty and continued to weigh
on economic activity. Developing economies grew 3.4% in 2016, mainly
GLOBAL ECONOMY EXPANDS 2.3% IN 2016 1
reflecting improving domestic demand, the modest stabilisation in
commodity prices as well as accommodative macroeconomic policies.
Nonetheless, weak investment and productivity growth negatively
impacted the economic recovery in those markets. At 1.6%, growth
in developed economies decelerated, as several markets continued to
face significant challenges, such as weak external demand, lacklustre
investment activity, policy uncertainties and sluggish productivity
growth. Nevertheless, improving labour market conditions as well
as accommodative monetary policies supported the overall economic
activity.
2016 marked another challenging year for the global economy,
which grew at a slower rate than initially projected. With global gross
domestic product (GDP) growth of 2.3%, 2016 experienced the lowest
economic expansion since 2009. The weaker-than-expected economic
activity reflects sluggish global trade, lacklustre investment spending,
policy uncertainties as well as volatile financial markets. These
developments, in combination with heightened geopolitical tensions
and political discord such as the unexpected UK vote in favour of leaving
the European Union (‘Brexit’) as well as the electoral outcome in the
1 Sources: World Bank Global Economic Prospects and HSBC Global Research.
01 REGIONAL GDP DEVELOPMENT 1 IN %
Global 2
Western Europe 3
European
emerging markets 3
USA 2
Asia 3, 4
5
4.0 4.1 3.9
4
3
Latin America 3
2.7 2.7
3.0
2.3
2
1
1.6
2.0
1.7
2.4 2.6
1.7
1.6
1.0
0.8
0.2
0
(0.5)
(1)
■ 2014 ■ 2015 ■ 2016
1 Real, percentage change versus prior year; 2014 and 2015 figures restated compared to prior year.
2 Source: World Bank.
3 Source: HSBC.
4 Includes Japan and Area Pacific.
90
3
Group M anagement Report – F inancial Review
Business Performance – Economic and Sector Development
02QUARTERLY UNEMPLOYMENT RATE BY REGION 1 IN % OF TOTAL ACTIVE POPULATION
Q4 2015
USA 2
Q1 2016
Q2 2016
03QUARTERLY DEVELOPMENT OF CONSUMER
PRICE INDEX 1 BY REGION
Q3 2016
Q4 2016
Q4 2015
Q1 2016
Q2 2016
Q3 2016
Q4 2016
5.0
5.0
4.9
4.9
4.7
USA 2
0.7
0.9
1.0
1.5
2.1
10.5
10.2
10.1
9.8
9.6
Euro area 3
0.2
0.0
0.1
0.4
1.1
Japan 4
3.3
3.2
3.1
3.0
3.1
Japan 4
0.2
0.0
(0.4)
(0.5)
0.3
China 5
4.1
4.0
4.1
4.0
4.0
China 5
1.6
2.3
1.9
1.9
2.1
Russia 6
5.8
6.0
5.4
5.2
5.3
Russia 6
12.9
7.3
7.5
6.4
5.4
Brazil 7
7.4
7.9
11.2
11.7
11.9
Brazil 7
10.7
9.4
8.8
8.5
6.3
Q2 2016
Q3 2016
Q4 2016
Euro area 3
1 Quarter-end figures.
2 Source: US Bureau of Labor Statistics.
3 Source: Eurostat.
4 Source: Japan Ministry of Internal Affairs and Communications.
5 Source: China National Bureau of Statistics.
6 Source: Russia Federal Service of State Statistics.
7 Source: Brazil Institute of Geography and Statistics.
1 Quarter-end figures.
2 Source: US Bureau of Labor Statistics.
3 Source: Eurostat.
4 Source: Japan Ministry of Internal Affairs and Communications.
5 Source: China National Bureau of Statistics.
6 Source: Russia Federal Service of State Statistics.
7 Source: Brazil Institute of Geography and Statistics.
MOMENTUM IN THE SPORTING GOODS
INDUSTRY CONTINUES 2
04QUARTERLY CONSUMER CONFIDENCE
DEVELOPMENT 1 BY REGION
In 2016, the global sporting goods industry grew at robust rates,
supported by rising consumer spending in both developing and
developed markets, the ongoing athleisure trend as well as higher
sports participation and increasing health awareness around the
world. In addition, the industry benefited from major sporting events,
such as the 2016 Olympic Games hosted by Brazil as well as the
UEFA EURO 2016, held in France. Moreover, social trends including
social fitness remained strong catalysts, significantly impacting
the overall sports industry. The e-commerce channel continued
to see rapid expansion, as retailers leveraged a wide variety of
commercial opportunities across mobile technologies and social
media. Nevertheless, the industry was negatively impacted by the
bankruptcy of several retailers, with the majority of their business
not yet fully recovered by other physical stores. From a category
perspective, athletic footwear sales posted a strong performance in
2016. In particular, the casual athletic category continued to enjoy
strong momentum throughout the year, fuelled by retro running
and tennis silhouettes. In addition, running footwear recorded
further improvements in 2016, supported by fashion and retro
silhouettes. Basketball footwear remained challenged, reflecting
the shift in fashion away from the basketball styles. Furthermore, the
athletic apparel category delivered solid gains throughout the year,
mainly benefiting from stronger demand in activewear apparel, as
consumers continued to shift their preferences from more traditional
and technical apparel to activewear. Despite the ongoing challenging
equipment business environment, the category managed to post sales
growth especially in the US market.
Q4 2015
Q1 2016
USA 2
96.3
96.1
97.4
103.5
113.3
Euro area 3
(5.7)
(9.7)
(7.2)
(8.2)
(5.1)
Japan 4
41.3
41.3
42.1
42.6
42.3
China 5
103.7
100.0
102.9
104.6
108.4
Russia 6
(26.0)
(30.0)
(26.0)
(19.0)
(18.0)
Brazil 7
96.3
97.6
101.0
103.1
100.3
1 Quarter-end figures.
2 Source: Conference Board.
3 Source: European Commission.
4 Source: Economic and Social Research Institute, Government of Japan.
5 Source: China National Bureau of Statistics.
6 Source: Russia Federal Service of State Statistics.
7 Source: Brazil National Confederation of Industry.
05 EXCHANGE RATE DEVELOPMENT 1 € 1 EQUALS
Average
rate 2015
Q1 2016
Q2 2016
Q3 2016
Q4 2016
Average
rate 2016
USD
1.1101
1.1385
1.1102
1.1161
1.0541
1.1069
GBP
0.7259
0.7916
0.8265
0.8610
0.8562
0.8188
JPY
134.42
127.90
114.05
113.09
123.40
120.40
RUB
67.682
76.971
71.339
70.491
63.938
74.278
CNY
6.9721
7.3561
7.3620
7.4531
7.3123
7.3515
1 Spot rates at quarter-end.
062016 OIL PRICE DEVELOPMENT 1 IN US $ PER BARREL
| Jan. 1, 2016
2 Sources: NPD Market Research and Deutsche Bank Market Research.
Dec. 31, 2016 |
50
40
30
1 West Texas Intermediate Cushing crude oil.
91
Source: Bloomberg.
3
Group M anagement Report – F inancial Review
Business Performance – Income Statement
INCOME STATEMENT
ADIDAS BRAND REVENUES GROW AT STRONG
DOUBLE-DIGIT RATE
ADIDAS DELIVERS STRONG FINANCIAL
PERFORMANCE IN 2016
Currency-neutral revenues for the adidas brand increased 22%,
driven by double-digit sales increases in the training and running
categories as well as at adidas Originals and adidas neo. In addition,
high-single-digit sales increases in the football category as well as
mid-single-digit growth in the outdoor category also contributed to
this development. Currency-neutral Reebok brand sales were up
6% versus the prior year, reflecting double-digit sales increases in
Classics as well as mid-single-digit growth in the training and running
categories. Revenues at TaylorMade-adidas Golf were down 1% on
a currency-neutral basis, as growth at TaylorMade and adidas Golf
was more than offset by sales declines at Ashworth and Adams Golf.
In 2016, revenues increased 18% on a currency-neutral basis. In euro
terms, revenues grew 14% to € 19.291 billion from € 16.915 billion
in 2015. see Diagram 07
From a market segment perspective the combined currency-neutral
sales of the adidas and Reebok brands grew at double-digit rates in
nearly all regions in 2016. Revenues in Western Europe increased
20% on a currency-neutral basis, driven by double-digit sales growth
in all major countries. Currency-neutral sales in North America and
Greater China increased 24% and 28%, respectively. Revenues in
Russia/CIS grew 3% on a currency-neutral basis. In Latin America,
revenues grew 16% on a currency-neutral basis, as all major
countries grew at double-digit rates with the exception of Brazil,
where sales increased at a low-single-digit rate. In Japan, sales were
up 16% on a currency-neutral basis. Revenues in MEAA grew 16% on a
currency-neutral basis, reflecting broad-based strength and doubledigit growth in almost all of the region’s countries.
Revenues in Other Businesses were up 1% on a currency-neutral
basis. Strong increases in Other centrally managed businesses and
Runtastic were only partly offset by sales declines at CCM Hockey
and TaylorMade-adidas Golf.
07NET SALES 1 € IN MILLIONS
SALES GROW AT DOUBLE-DIGIT RATES
IN FOOTWEAR AND APPAREL
Currency-neutral footwear sales grew 26% in 2016, driven by doubledigit increases in all major categories. Apparel revenues grew 11% on
a currency-neutral basis, due to double-digit increases in the training
and running categories as well as at adidas Originals and adidas
neo. In addition, mid-single-digit growth in the football category also
contributed to this development. Currency-neutral hardware sales
were up 9%, driven by high-single-digit growth in the football and
training categories. see Diagram 09
09 NET SALES BY PRODUCT CATEGORY € IN MILLIONS
2016
19,291
2015
16,915
2014
14,534
Footwear
2013
14,203
Apparel
2012
14,883
Hardware
Total
2016
2015
Change
Change
(currencyneutral)
10,135
8,360
21%
26%
7,476
6,970
7%
11%
1,681
1,585
6%
9%
19,291
16,915
14%
18%
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
08 NET SALES BY REGION 1 IN % OF NET SALES
10 NET SALES BY PRODUCT CATEGORY IN % OF NET SALES
30% Western Europe
14
6
30
21% North America
9
53% Footwear
16% Greater China
4% Russia/CIS
9
4
16
21
39
9% Latin America
6% Japan
14% MEAA
1Figures reflect all operating activities of the operating segments, including Other
Businesses.
92
53
39% Apparel
9% Hardware
3
Group M anagement Report – F inancial Review
Business Performance – Income Statement
GROUP SALES DEVELOPMENT SUPPORTED
BY DOUBLE-DIGIT GROWTH IN RETAIL
12 GROSS PROFIT 1 € IN MILLIONS
In 2016, retail revenues increased 23% on a currency-neutral basis,
mainly as a result of strong double-digit sales growth at the adidas
brand. Reebok brand revenues increased at a mid-single-digit
rate. In euro terms, retail sales grew 19% to € 5.003 billion from
€ 4.221 billion in the prior year. From a store format perspective,
sales from concept stores and factory outlets both grew at doubledigit rates, while revenues from concession corners were up at a
low-single-digit rate. The company ended 2016 with a total of 2,811
adidas and Reebok brand stores compared to the prior year-end
level of 2,722. see Table 11 Currency-neutral comparable store sales
increased 12% versus the prior year, with double-digit sales growth
in all market segments except Russia/CIS, where comparable store
sales increased at a high-single-digit rate. eCommerce revenues
grew 59% on a currency-neutral basis.
COST OF SALES INCREASES
Cost of sales is defined as the amount we pay to third parties for
expenses associated with producing and delivering our products. In
addition, own-production expenses are also included in the cost of
sales. However, these expenses represent only a very small portion
of total cost of sales. In 2016, cost of sales was € 9.912 billion,
representing an increase of 13% compared to the prior year level of
€ 8.748 billion. This development reflects the strong growth of our
business.
11 RETAIL NUMBER OF STORES DEVELOPMENT
Total
Concept
stores
Factory
outlets
Concession
corners
2,722
1,698
872
152
Opened
337
235
85
17
Closed
248
176
55
17
89
59
30
–
2,811
1,757
902
152
December 31, 2015
Opened (net)
December 31, 2016
2016
9,379
2015
8,168
2014
6,924
2013
7,001
2012
7,103
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
13 GROSS MARGIN 1 IN %
2016
48.6
2015
48.3
2014
47.6
2013
49.3
2012
47.7
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
GROSS MARGIN IMPROVES 0.3 PERCENTAGE POINTS
DESPITE SEVERE CURRENCY HEADWINDS
In 2016, despite severe headwinds from negative currency effects, the
gross profit increased 15% to € 9.379 billion from € 8.168 billion in
2015, representing a gross margin increase of 0.3 percentage points
to 48.6% (2015: 48.3%). see Diagram 12 see Diagram 13 This development
was due to the positive effects from a significantly better pricing,
product and channel mix as well as lower input costs.
ROYALTY AND COMMISSION INCOME DECLINES
Royalty and commission income for the company decreased 8% both
on a currency-neutral basis and in euro terms to € 109 million (2015:
€ 119 million).
OTHER OPERATING INCOME INCREASES STRONGLY
In 2016, other operating income rose 175% to € 266 million
from € 96 million in 2015. This development mainly reflects two
non-recurring gains during the second quarter of 2016, which were
related to the early termination of the Chelsea F.C. contract as well
as the divestiture of the Mitchell & Ness business.
93
3
Group M anagement Report – F inancial Review
Business Performance – Income Statement
OTHER OPERATING EXPENSES AS A PERCENTAGE
OF SALES DOWN 0.3 PERCENTAGE POINTS
Other operating expenses, including depreciation and amortisation,
consist of expenditure for point-of-sale and marketing investments as
well as operating overhead costs. In 2016, other operating expenses
were up 13% to € 8.263 billion (2015: € 7.289 billion), reflecting an
increase in expenditure for point-of-sale and marketing investments
as well as higher operating overhead expenditure. see Diagram 14
As a percentage of sales, other operating expenses decreased
0.3 percentage points to 42.8% from 43.1% in 2015. see Diagram 15
EXPENDITURE FOR POINT-OF-SALE AND
MARKETING INVESTMENTS AS A PERCENTAGE OF
SALES DECREASES 0.8 PERCENTAGE POINTS
Expenditure for point-of-sale and marketing investments see Glossary,
p. 218 relates to the company’s initiatives to strengthen the desirability
of our brands and products. While expenditure for point-of-sale
investments mainly consists of expenses to support the company’s
full-price sell-through development at the point of sale, expenditure
for marketing investments consists of items such as expenses for
promotion partnerships, advertising, public relations and other
communication activities. In absolute terms, expenditure for pointof-sale and marketing investments amounted to € 2.521 billion in
2016 compared to € 2.348 billion in the prior year, which represents an
increase of 7%. By brand, expenditure for point-of-sale and marketing
investments increased 11% to € 2.102 billion (2015: € 1.897 billion)
for the adidas brand. Expenditure for point-of-sale and marketing
investments for the Reebok brand was down 1% to € 265 million
from € 267 million in the prior year. As a percentage of sales, the
company’s expenditure for point-of-sale and marketing investments
declined 0.8 percentage points to 13.1% from 13.9% in 2015, reflecting
the company’s strong top-line improvement. see Diagram 17
OPERATING OVERHEAD EXPENSES AS A PERCENTAGE
OF SALES GROW 0.6 PERCENTAGE POINTS
Operating overheads include overhead costs related to marketing,
logistics, sales and R&D as well as central administration. In 2016,
operating overhead expenses grew 16% to € 5.742 billion versus
€ 4.941 billion in 2015, and, as a percentage of sales, increased
0.6 percentage points to 29.8% (2015: 29.2%). This development
was primarily a result of an increase in costs related to central
administration and sales expenditure, which primarily includes
further investments to spur the strategic business plan ‘Creating
the New’, accruals for bonus payments for employees due to the
company’s strong operational performance as well as restructuring
costs at Reebok and TaylorMade.
16 OTHER OPERATING EXPENSES BY AREA € IN MILLIONS
2016
Point-of-sale investments
Marketing investments
8,263
2015
7,289
2014
6,203
2013
6,013
2012
6,150
462
1,886
684
554
2,040
Logistics
967
859
Research & development
164
139
Central administration
1,690
1,350
Total
8,263
7,289
Sales force
2016
540
1,981
2,237
Marketing overhead
14OTHER OPERATING EXPENSES 1 € IN MILLIONS
2015
■ 2016 ■ 2015
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
17POINT-OF-SALE AND MARKETING INVESTMENTS 1 IN % OF NET SALES
15OTHER OPERATING EXPENSES 1 IN % OF NET SALES
Total
2016
42.8
2015
43.1
2014
42.7
2013
42.3
2012
41.3
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
2016
2.8
2015
2.7
2014
2.6
2013
2.4
2012
2.0
10.3
11.2
10.6
10.2
10.1
■ Point-of-sale investments ■ Marketing investments
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
94
13.1
13.9
13.2
12.6
12.1
3
Group M anagement Report – F inancial Review
Business Performance – Income Statement
EBITDA INCREASES 28%
18EBITDA 1 € IN MILLIONS
Earnings before interest, taxes, depreciation and amortisation as well
as impairment losses/reversal of impairment losses on property,
plant and equipment and intangible assets (EBITDA) increased 28%
to € 1.883 billion in 2016 versus € 1.475 billion in 2015. see Diagram 18
Depreciation and amortisation expense for tangible and intangible
assets (excluding impairment losses/reversal of impairment losses)
increased 10% to € 373 million in 2016 (2015: € 338 million). This
development is mainly due to an increase in property, plant and
equipment. In accordance with IFRS, intangible assets with indefinite
useful lives (goodwill and trademarks) are tested annually and
additionally when there are indications of potential impairment. In
this connection, no impairment of intangible assets with unlimited
useful lives was incurred in 2016.
NO GOODWILL IMPAIRMENT LOSSES IN 2016
No goodwill impairment losses occurred in 2016. In the prior year
period, the company recorded goodwill impairment losses in an
amount of € 34 million, mainly related to the company’s Russia/CIS
and Latin America cash-generating units.
2016
1,883
2015
1,475
2014
1,283
2013
1,496
2012
1,445
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
19 OPERATING PROFIT 1, 2, 3, 4, 5 € IN MILLIONS
2016
1,491
2015
1,094
2014
961
2013
1,233
2012
1,185
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
2 2015 excluding goodwill impairment of € 34 million.
3 2014 excluding goodwill impairment of € 78 million.
4 2013 excluding goodwill impairment of € 52 million.
5 2012 excluding goodwill impairment of € 265 million.
OPERATING MARGIN EXCLUDING GOODWILL
IMPAIRMENT INCREASES 1.3 PERCENTAGE POINTS
Excluding the goodwill impairment losses in the prior year, operating
profit grew 36% to € 1.491 billion in 2016 versus € 1.094 billion in
2015. see Diagram 19 This represents an operating margin increase
of 1.3 percentage points to 7.7% compared to the prior year level of
6.5%. see Diagram 20 This development was due to the gross margin
increase, the positive effects from lower other operating expenses
as a percentage of sales as well as the non-recurring gain related to
the early termination of the Chelsea F.C. contract.
NET FINANCIAL EXPENSES INCREASE STRONGLY
Financial income decreased 40% to € 28 million in 2016 (2015:
€ 46 million), mainly due to the non-recurrence of positive exchange
rate effects. Financial expenses were up 11% to € 74 million
compared to € 67 million in 2015, reflecting an increase in interest
expenses. As a result, the company recorded net financial expenses
of € 46 million. This represents a significant increase compared to
net financial expenses of € 21 million in the prior year. see Diagram 21
NET INCOME FROM CONTINUING OPERATIONS
EXCLUDING GOODWILL IMPAIRMENT INCREASES 41%
20 OPERATING MARGIN 1, 2, 3, 4, 5 IN %
2016
7.7
2015
6.5
2014
6.6
2013
8.7
2012
8.0
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
2 2015 excluding goodwill impairment of € 34 million.
3 2014 excluding goodwill impairment of € 78 million.
4 2013 excluding goodwill impairment of € 52 million.
5 2012 excluding goodwill impairment of € 265 million.
21 NET FINANCIAL EXPENSES € IN MILLIONS
2016
46
2015
21
2014
48
2013
68
2012
69
Excluding the goodwill impairment losses in the prior year, the
2016 tax rate reached a level of 29.5%, representing a decline of
3.4 percentage points compared to the prior year level of 32.9%. Net
income from continuing operations was up 41% to € 1.019 billion
versus € 720 million in 2015. Basic EPS from continuing operations
increased 43% from € 3.54 in 2015 to € 5.08 in 2016. Diluted EPS from
continuing operations was up 41% to € 4.99 in 2016 (2015: € 3.54).
95
3
Group M anagement Report – F inancial Review
Business Performance – Statement of Financial Position and Statement of Cash Flows
The company’s net income attributable to shareholders, which in
addition to net income from continuing operations includes the
result from discontinued operations, grew 52% to € 1.017 billion
(2015: € 668 million). see Diagram 22 Basic EPS from continuing and
discontinued operations increased 53% to € 5.08 versus € 3.32 in
2015. Diluted EPS from continuing and discontinued operations grew
51% to € 4.99 (2015: € 3.32). see Diagram 23 The weighted average
number of shares used in the calculation of basic earnings per share
was 200,188,276 (2015: 201,536,418).
STATEMENT OF FINANCIAL POSITION AND
STATEMENT OF CASH FLOWS
NET INCOME FROM CONTINUING OPERATIONS
INCLUDING GOODWILL IMPAIRMENT UP 49%
24STRUCTURE OF STATEMENT OF FINANCIAL POSITION 1 IN % OF TOTAL ASSETS
Including the goodwill impairment losses in the prior year, operating
profit grew 41% to € 1.491 billion in 2016 (2015: € 1.059 billion),
representing an operating margin increase of 1.5 percentage points
versus the prior year to 7.7% (2015: 6.3%). The company’s tax rate
decreased 4.5 percentage points to 29.5% from 34.0% in 2015. Net
income from continuing operations was up 49% to € 1.019 billion
(2015: € 686 million). Basic EPS from continuing operations increased
50% from € 3.37 in 2015 to € 5.08 in 2016. Diluted EPS from continuing
operations was up 48% to € 4.99 in 2016 (2015: € 3.37). Net income
attributable to shareholders grew 60% to € 1.017 billion versus
€ 634 million in 2015. Basic EPS from continuing and discontinued
operations increased 62% to € 5.08 (2015: € 3.15) and diluted EPS
from continuing and discontinued operations was up 59% to € 4.99
compared to € 3.15 in 2015.
DIVESTITURE OF ROCKPORT AND MITCHELL & NESS
As of July 31, 2015, the Rockport operating segment was divested. In
addition, the Mitchell & Ness business was divested as of June 30,
2016. As a result, all relevant assets and liabilities were derecognised
from the consolidated statement of financial position as of these
dates. see Note 11, p. 161
Assets (€ in millions)
Cash and cash equivalents
Accounts receivable
2016
2015
15,176
13,343
9.9
10.2
14.5
15.4
Inventories
24.8
23.3
Fixed assets
35.4
37.4
Other assets
15.4
13.7
■ 2016 ■ 2015
1 For absolute figures see adidas AG Consolidated Statement of Financial Position, p. 138.
25STRUCTURE OF STATEMENT OF FINANCIAL POSITION 1 IN % OF TOTAL LIABILITIES AND EQUITY
22NET INCOME ATTRIBUTABLE TO SHAREHOLDERS 1, 2, 3, 4, 5 € IN MILLIONS
Liabilities and equity (€ in millions)
2016
1,017
2015
668
2014
568
2013
839
2012
791
Short-term borrowings
Accounts payable
2015
15,176
13,343
4.2
2.7
16.4
15.2
6.5
11.0
Other liabilities
30.4
28.8
Total equity
42.5
42.3
Long-term borrowings
1 Includes continuing and discontinued operations.
2 2015 excluding goodwill impairment of € 34 million.
3 2014 excluding goodwill impairment of € 78 million.
4 2013 excluding goodwill impairment of € 52 million.
5 2012 excluding goodwill impairment of € 265 million.
2016
■ 2016 ■ 2015
1 For absolute figures see adidas AG Consolidated Statement of Financial Position, p. 139.
23DILUTED EARNINGS PER SHARE 1, 2, 3, 4, 5 IN €
2016
4.99
2015
3.32
2014
2.72
2013
4.01
2012
3.78
1 Includes continuing and discontinued operations.
2 2015 excluding goodwill impairment of € 34 million.
3 2014 excluding goodwill impairment of € 78 million.
4 2013 excluding goodwill impairment of € 52 million.
5 2012 excluding goodwill impairment of € 265 million.
96
3
Group M anagement Report – F inancial Review
Business Performance – Statement of Financial Position and Statement of Cash Flows
ASSETS
26 TOTAL ASSETS € IN MILLIONS
At the end of December 2016, total assets were up 14% to
€ 15.176 billion versus € 13.343 billion in the prior year, as a result
of an increase in both current assets as well as non-current assets. see Diagram 26
2016
15,176
2015
13,343
2014
12,417
2013
11,599
2012
11,651
Total current assets increased 19% to € 8.886 billion at the end of
December 2016 compared to € 7.497 billion in 2015. Cash and cash
equivalents were up 11% to € 1.510 billion at the end of December
2016 from € 1.365 billion in the prior year, as net cash generated
from operating activities was only partly offset by net cash used in
investing and financing activities. Currency effects had a negative
impact on cash and cash equivalents in an amount of € 35 million.
Inventories increased 21% to € 3.763 billion at the end of December
2016 from € 3.113 billion in 2015. see Note 09, p. 160 see Diagram 27 On
a currency-neutral basis, inventories grew 19%, reflecting higher
stock levels to support the company’s top-line momentum. Accounts
27INVENTORIES € IN MILLIONS
receivable increased 7% to € 2.200 billion at the end of December
2016 (2015: € 2.049 billion). see Note 07, p. 159 see Diagram 28 On a
currency-neutral basis, receivables were also up 7%, and thus well
below the company’s top-line development during the year, reflecting
our strict discipline in trade terms management and concerted
collection efforts. Other current financial assets almost doubled to
€ 729 million at the end of December 2016 from € 367 million in 2015. see Note 08, p. 160 This development was driven by an increase in the
fair value of financial instruments as well as an increase in other
financial assets, which was mainly related to the early termination
of the Chelsea F.C. contract. Other current assets were up 19% to
€ 580 million at the end of December 2016 (2015: € 489 million),
mainly due to an increase in prepaid promotion contracts as well as
higher other prepaid expenses. see Note 10, p. 160
Total non-current assets grew 8% to € 6.290 billion at the end
of December 2016 from € 5.846 billion in 2015. Fixed assets
increased 8% to € 5.367 billion at the end of December 2016 versus
€ 4.986 billion in 2015. Additions of € 708 million were primarily
related to own-retail activities, investments into the company’s
logistics and IT infrastructure as well as the further development
of the company’s headquarters in Herzogenaurach. Currency
translation effects of € 103 million also contributed to the increase
in fixed assets. Additions and positive currency translation effects
were partly offset by depreciation and amortisation of € 395 million
as well as disposals and transfers to assets held for sale in a total
amount of € 36 million. Other non-current financial assets decreased
3% to € 96 million from € 99 million at the end of 2015. see Note 16,
p. 165 This development was mainly due to the reclassification of fixed
promissory notes related to the divestiture of the Rockport business to
current financial assets, partly offset by an increase in the fair value
of financial instruments and security deposits.
97
2016
3,763
2015
3,113
2014
2,526
2013
2,634
2012
2,486
28 ACCOUNTS RECEIVABLE € IN MILLIONS
2016
2,200
2015
2,049
2014
1,946
2013
1,809
2012
1,688
29 ACCOUNTS PAYABLE € IN MILLIONS
2016
2,496
2015
2,024
2014
1,652
2013
1,825
2012
1,790
3
Group M anagement Report – F inancial Review
Business Performance – Statement of Financial Position and Statement of Cash Flows
LIABILITIES AND EQUITY
Total non-current liabilities decreased 16% to € 1.957 billion at
the end of December 2016 from € 2.332 billion in the prior year.
Long-term borrowings were down 33% to € 982 million at the end of
December 2016 from € 1.463 billion in the prior year, reflecting the
reclassification of the company’s convertible bond outstanding to
short-term borrowings. see Note 18, p. 166 Other non-current financial
liabilities were up 24% to € 22 million at the end of December 2016
from € 18 million in 2015, mainly due to the earn-out components
for Runtastic. see Note 25, p. 173
Total current liabilities increased 26% to € 6.765 billion at the
end of December 2016 from € 5.364 billion in 2015. Short-term
borrowings grew 74% to € 636 million at the end of December 2016
(2015: € 366 million), reflecting the reclassification of the company’s
convertible bond outstanding to short-term borrowings as well as
an increase in bank loans. These effects were partly offset by first
conversions of convertible bonds into adidas AG shares during the
year as well as a decrease in private placements. Accounts payable
were up 23% to € 2.496 billion at the end of December 2016 versus
€ 2.024 billion in 2015. see Diagram 29 On a currency-neutral basis,
accounts payable grew 23%, as a result of higher inventories
compared to the prior year. Other current financial liabilities were
up 41% to € 201 million from € 143 million in 2015, mainly due to
an increase in the negative fair value of financial instruments. see
Note 19, p. 167 Other current provisions increased 26% to € 573 million
at the end of December 2016 versus € 456 million in 2015, driven
Shareholders’ equity increased 14% to € 6.472 billion at the end of
December 2016 versus € 5.666 billion in 2015. see Diagram 30 The
net income generated during the last twelve months, the reissuance
of treasury shares (due to the conversion of convertible bonds) of
€ 240 million as well as positive currency effects of € 71 million were
partly offset by the dividend of € 320 million paid to shareholders for
the 2015 financial year and the repurchase of treasury shares in the
by an increase in operational provisions. Current accrued liabilities
grew 20% to € 2.023 billion at the end of December 2016 from
€ 1.684 billion in 2015, mainly as a result of an increase in accruals
for personnel, invoices not yet received and customer discounts.
Other current liabilities were up 31% to € 434 million at the end of
December 2016 from € 331 million in 2015, mainly due to an increase
in customers with credit balances as well as higher miscellaneous
taxes payable. see Note 22, p. 168
amount of € 229 million. The company’s equity ratio increased slightly
to 42.6% compared to 42.5% in the prior year. see Note 26, p. 173
30SHAREHOLDERS’ EQUITY € IN MILLIONS
31AVERAGE OPERATING WORKING CAPITAL 1 IN % OF NET SALES
OPERATING WORKING CAPITAL
Operating working capital see Glossary, p. 218 increased 11% to
€ 3.468 billion at the end of December 2016 compared to €  3.138 billion
in 2015. Average operating working capital as a percentage of sales
from continuing operations decreased 0.3 percentage points to 20.2%
(2015: 20.5%), reflecting the strong top-line development during the
last twelve months as well as the company’s continued focus on tight
working capital management. see Diagram 31
2016
6,472
2016
20.2
2015
5,666
2015
20.5
2014
5,624
2014
22.4
2013
5,489
2013
21.3
2012
5,304
2012
20.0
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
98
3
Group M anagement Report – F inancial Review
Business Performance – Statement of Financial Position and Statement of Cash Flows
INVESTMENT ANALYSIS
LIQUIDITY ANALYSIS
Capital expenditure is defined as the total cash expenditure for the
purchase of tangible and intangible assets (excluding acquisitions).
Capital expenditure increased 27% to € 651 million in 2016 (2015:
€ 513 million). Capital expenditure for property, plant and equipment
was up 26% to € 586 million compared to € 464 million in the
prior year. The company invested € 65 million in intangible assets,
representing a 33% increase compared to the prior year (2015:
€ 49 million). Depreciation and amortisation excluding impairment
losses/reversal of impairment losses of tangible and intangible assets
increased 10% to € 373 million in 2016 (2015: € 338 million).
In 2016, net cash generated from operating activities increased to
€ 1.348 billion (2015: € 1.090 billion), driven by an increase in income
before taxes which was partly offset by higher operating working
capital requirements as well as an increase in income taxes paid.
Net cash used in investing activities increased to € 614 million (2015:
591 million). The majority of investing activities in 2016 related to
spending for property, plant and equipment, such as investments in
the furnishing and fitting of our own-retail stores and investments in
IT systems. Net cash used in financing activities totalled € 553 million
(2015: € 691 million). This development was mainly related to the
dividend paid to our shareholders and the repurchase of adidas AG
shares. Exchange rate effects negatively impacted the company’s cash
position by € 35 million. As a result of all these developments, cash
and cash equivalents increased by € 145 million to € 1.510 billion at
the end of December 2016 compared to € 1.365 billion at the end of
December 2015. see Diagram 34
The majority of the company’s capital expenditure was related to
our controlled space initiatives. Investments in new or remodelled
own-retail and franchise stores as well as in shop-in-shop
presentations of our brands and products in our customers’
stores accounted for 55% of total capital expenditure (2015:
45%). Expenditure for IT and logistics represented 10% and 8%,
respectively (2015: 11% and 21%, respectively). In addition,
expenditure for administration represented 9% (2015: 6%), while 18%
of total capital expenditure was recorded for other initiatives (2015:
16%). see Diagram 32 From a regional perspective, the majority of the
capital expenditure was recorded at the company’s headquarters
in Herzogenaurach, Germany, accounting for 32% (2015: 45%). In
addition, capital expenditure in Greater China accounted for 15%
(2015: 15%) of the total capital expenditure, followed by North
America with 13% (2015: 6%), Western Europe with 12% (2015: 12%),
MEAA with 9% (2015: 7%), Russia/CIS and Latin America with 7%
each (2015: 3% and 6%, respectively), and Japan with 2% (2015: 2%).
Expenditure for Other Businesses accounted for 2% of total capital
expenditure (2015: 4%). see Diagram 33
32 CAPITAL EXPENDITURE BY TYPE IN % OF TOTAL CAPEX
Net borrowings see Glossary, p. 217 at December 31, 2016 amounted to
€ 103 million, compared to net borrowings of € 460 million in 2015,
representing a decrease of € 357 million compared to the prior year.
This development is mainly a result of first conversions of convertible
bonds into adidas AG shares as well as an increase in cash generated
from operating activities partly offset by the utilisation of cash for the
purchase of fixed assets, the dividend payment and the continued
repurchase of adidas AG shares. see Treasury, p. 101 The company’s
ratio of net borrowings over EBITDA amounted to 0.1 at the end of
December 2016 (2015: 0.3), which is below the company’s mid-term
target corridor of below two times. see Diagram 34
33 CAPITAL EXPENDITURE BY REGION IN % OF TOTAL CAPEX
12% Western Europe
13% North America
9
55% Controlled space
8
18% Other
10
55
18
15% Greater China
12
32
13
2
15
10% IT
7% Russia/CIS
7% Latin America
9% Administration
8% Logistics
9
27 7
2% Japan
9% MEAA
2% Other Businesses
32% HQ/Consolidation
99
3
Group M anagement Report – F inancial Review
Business Performance – Statement of Financial Position and Statement of Cash Flows
Operating cash flow, as described in the Internal Management
System, increased 45% to € 901 million in 2016 from € 620 million
in 2015, mainly due to a higher operating profit. see Internal Management
System, p. 86
OFF-BALANCE SHEET ITEMS
The company’s most significant off-balance sheet items are
commitments for promotion and advertising as well as operating
leases, which are related to own-retail stores, offices, warehouses
and equipment. The company has entered into various operating
leases as opposed to property acquisitions in order to reduce exposure
to property value fluctuations. Minimum future lease payments for
operating leases were € 2.501 billion at December 31, 2016, compared
to € 2.199 billion at the end of December 2015, representing an
increase of 14%. see Note 29, p. 179 At the end of December 2016,
financial commitments for promotion and advertising decreased 2%
to € 5.643 billion in 2016 (2015: € 5.779 billion). see Note 39, p. 199
34 NET BORROWINGS/EBITDA 1 € IN MILLIONS
2016
0.1
2015
0.3
2014
0.1
2013
(0.2)
2012
(0.3)
12016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the
Rockport business.
35 CHANGE IN CASH AND CASH EQUIVALENTS € IN MILLIONS
Cash and cash equivalents
at the end of
2015
Net cash generated
from operating
activities
Net cash used in
investing activities
Net cash used in
financing activities
Effect of exchange
rates
(553)
(35)
Cash and cash equivalents
at the end of
2016
1,348
(614)
1,510
1,365
100
3
Group M anagement Report – F inancial Review
Business Performance – Treasury
TREASURY
CORPORATE FINANCING POLICY
In order to be able to meet the company’s payment commitments
at all times, the major goal of our financing policy is to ensure
sufficient liquidity reserves, while at the same time minimising our
financial expenses. The operating activities of our segments and
the resulting cash inflows represent the company’s main source
of liquidity. Liquidity is planned on a rolling monthly basis under a
multi-year financial and liquidity plan. This comprises all consolidated
companies. Our in-house bank concept takes advantage of any surplus
funds of individual companies to cover the financial requirements
of others, thus reducing external financing needs and optimising
our net interest expenses. By settling intercompany transactions via
intercompany financial accounts, we are able to reduce external bank
account transactions and thus bank charges. Effective management
of our currency exposure and interest rate risks are additional goals
and responsibilities of our centrally managed Treasury department.
TREASURY POLICY AND RESPONSIBILITIES
Our Treasury Policy governs all treasury-related issues, including
banking policy and approval of bank relationships, financing
arrangements and liquidity/asset management, currency and interest
risk management as well as the management of intercompany cash
flows. Responsibilities are arranged in a three-tiered approach:
—— The Treasury Committee consists of members of the Executive
Board and other senior executives who decide on the Treasury
Policy and provide strategic guidance for managing treasuryrelated topics. Major changes to our Treasury Policy are subject
to the prior approval of the Treasury Committee.
—— The Treasury department is responsible for specific centralised
treasury transactions and for the global implementation of our
Treasury Policy.
—— On a subsidiary level, where applicable and economically
reasonable, local managing directors and finance directors are
responsible for managing treasury matters in their respective
subsidiaries. Controlling functions on a corporate level ensure
that the transactions of the individual business units are in
compliance with our Treasury Policy.
the organisation. The company’s debt is generally unsecured and may
include standard covenants, which are reviewed on a quarterly basis.
We maintain good relations with numerous partner banks, thereby
avoiding a high dependency on any single financial institution. Banking
partners of the company and our subsidiaries are required to have at
least a BBB+ long-term investment grade rating by Standard & Poor’s
or an equivalent rating by another leading rating agency. see Risk
and Opportunity Report, p. 118 Only in exceptional cases are our companies
authorised to work with banks with a lower rating. To ensure optimal
allocation of the company’s liquid financial resources, subsidiaries
transfer excess cash to our headquarters in all instances where it is
legally and economically feasible. In this regard, the standardisation
and consolidation of our global cash management and payment
processes, including automated domestic and cross-border cash
pools see Glossary, p. 216, is a key priority for our Treasury department.
FINANCIAL FLEXIBILITY
The company’s financial flexibility is ensured by the availability of
unutilised credit facilities of € 2.024 billion at the end of 2016 (2015:
€ 1.906 billion), consisting of committed and uncommitted bilateral
credit lines at different banks with a remaining time to maturity of up
to five years. At the end of 2016, committed and uncommitted bilateral
credit lines grew 13% to € 2.403 billion compared to € 2.134 billion
in the prior year. Committed and uncommitted credit lines represent
approximately 43% and 57% of total short-term bilateral credit
lines, respectively (2015: 47% and 53%, respectively). see Diagram 38
In addition, we have an unused multi-currency commercial paper
programme in the amount of € 2.0 billion available (2015: € 2.0 billion).
We monitor the ongoing need for available credit lines based on the
current level of debt as well as future financing requirements.
36 TOTAL CREDIT FACILITIES € IN MILLIONS
2016
2015
2,403
2,134
–
138
Eurobonds
982
981
Convertible bond
257
483
3,642
3,736
Bilateral credit lines
Private placements
Total
CENTRALISED TREASURY FUNCTION
In accordance with our Treasury Policy, all worldwide credit lines are
directly or indirectly managed by the Treasury department. Portions of
those lines are allocated to our subsidiaries and backed by adidas AG
guarantees. As a result of this centralised liquidity management, the
company is well positioned to allocate resources efficiently throughout
■ 2016 ■ 2015
1 01
3
Group M anagement Report – F inancial Review
Business Performance – Treasury
STANDARD COVENANTS
In the case of our committed credit facilities, we have entered into
various legal covenants. These legal covenants may include limits on
the disposal of fixed assets, the amount of debt secured by liens, cross
default provisions and change of control. Our financial arrangements
no longer contain any financial covenants. If we failed to meet any
covenant and were unable to obtain a waiver from a majority of partner
banks, borrowings would become due and payable immediately. As
at December 31, 2016, we were in full compliance with all of our
covenants. We are fully confident we will continue to be compliant
with these covenants going forward. We believe that cash generated
from operating activities, together with access to external sources
of funds, will be sufficient to meet our future operating and capital
needs. see Subsequent Events and Outlook, p. 115
37REMAINING TIME TO MATURITY OF AVAILABLE
­FACILITIES € IN MILLIONS
2016
2015
2,160
2,272
1 to 3 years
150
483
3 to 5 years
945
–
> 5 years
387
981
3,642
3,736
2016
2015
Committed
1,041
1,008
Uncommitted
1,362
1,126
Total
2,403
2,134
< 1 year
Total
■ 2016 ■ 2015
38 BILATERAL CREDIT LINES € IN MILLIONS
EUROBONDS WITH AN OVERALL VOLUME
OF € 1.0 BILLION OUTSTANDING
In 2014, we issued two Eurobonds with an overall volume of
€ 1.0 billion, thereby taking the opportunity of a low interest rate
environment in the Eurobond market to further strengthen the
company’s financing mix while increasing the overall duration. The
seven-year Eurobond of € 600 million matures on October 8, 2021 and
has a coupon of 1.25%. The twelve-year Eurobond of € 400 million
matures on October 8, 2026 and has a coupon of 2.25%. see Table 39 see Note 18, p. 166
■ 2016 ■ 2015
39 ISSUED BONDS AT A GLANCE € IN MILLIONS
Volume
Coupon
Maturity
Convertible bond
EUR 500
fixed
2019
Eurobond
EUR 600
fixed
2021
Eurobond
EUR 400
fixed
2026
GROSS BORROWINGS DECREASE
Gross borrowings decreased 12% to € 1.618 billion at the end of 2016
from € 1.830 billion in the prior year. see Diagram 40 This development
was mainly due to the conversion of convertible bonds in the amount
of € 240 million and the repayment of a US private placement of US
$ 150 million, partly offset by an increase in short-term borrowings.
Bank borrowings amounted to € 379 million compared to € 229 million
in the prior year. At the end of 2016 there was no commercial paper
outstanding (2015: no commercial paper outstanding). Convertible
bonds outstanding decreased 47% to € 257 million from € 483 million
in the prior year. see Table 41 This was mainly a result of first
conversions into adidas AG shares that occurred in the course of 2016,
partly offset by an increase in the convertible bond’s debt component. see Our Share, p. 41 The conversions were done on a non-cash basis
using treasury shares. At issuance in 2012, the convertible bond was
split – after deducting the issuance costs – into the equity component
amounting to € 55 million and the debt component amounting to
€ 441 million. The debt component is accrued to its nominal value
amounting to € 260 million until 2017 by use of the effective interest
method. The total amount of bonds outstanding at the end of 2016
was € 1.239 billion (2015: € 1.463 billion).
102
3
Group M anagement Report – F inancial Review
Business Performance – Treasury
EURO DOMINATES CURRENCY MIX
40REMAINING TIME TO MATURITY OF GROSS
BORROWINGS € IN MILLIONS
2016
2015
636
366
1 to 3 years
–
483
3 to 5 years
595
–
> 5 years
387
981
1,618
1,830
2016
2015
1,515
1,370
379
229
< 1 year
Total
■ 2016 ■ 2015
41 FINANCING STRUCTURE € IN MILLIONS
Cash and short-term financial assets
Bank borrowings
Private placements
–
138
Eurobonds
982
981
Convertible bond
257
483
1,618
1,830
103
460
Gross total borrowings
Net borrowings
The vast majority of our gross borrowings are denominated in euros
and US dollars. At the end of 2016, gross borrowings denominated
in euros accounted for 77% of total gross borrowings (2015: 80%).
The share of gross borrowings held in US dollars decreased to 10%
(2015: 15%). see Diagram 42
STABLE DEBT MATURITY PROFILE
Over the course of 2016, the company’s financing maturity profile
remained stable, excluding the anticipated conversion of convertible
bonds. In 2017, assuming unchanged maturities, debt instruments
of € 636 million will mature of which € 257 million consist of the
anticipated conversions. This compares to € 366 million which
matured during the course of 2016. see Diagram 40
NET BORROWINGS POSITION OF € 103 MILLION
Net borrowings at December 31, 2016 amounted to € 103 million,
compared to net borrowings of € 460 million in 2015, representing
a decrease of € 357 million versus the prior year. see Diagram 43 This
development was mainly a result of first conversions of convertible
bonds into adidas AG shares as well as an increase in cash generated
from operating activities partly offset by the utilisation of cash for the
purchase of fixed assets, the dividend payment and the continued
repurchase of adidas AG shares.
42 CURRENCY SPLIT OF GROSS BORROWINGS € IN MILLIONS
2016
2015
EUR
1,242
1,463
USD
157
282
All others
219
85
1,618
1,830
Total
■ 2016 ■ 2015
43NET CASH/(NET BORROWINGS) € IN MILLIONS
2016
(103)
2015
(460)
2014
(185)
2013
295
2012
448
103
3
Group M anagement Report – F inancial Review
Business Performance – Financial Statements and Management Report of adidas AG
INTEREST RATE DECREASES
The weighted average interest rate on the company’s gross
borrowings decreased to 2.3% in 2016 (2015: 2.4%). see Diagram 44
This development was mainly due to the repayment of a US private
placement of US $ 150 million, which carried a higher coupon.
Fixed-rate financing represented 77% of total gross borrowings at
the end of 2016 (2015: 87%). Variable-rate financing accounted for
23% of total gross borrowings at the end of the year (2015: 13%).
EFFECTIVE CURRENCY MANAGEMENT A KEY PRIORITY
As a globally operating company, adidas is exposed to currency
risks. Therefore, effective currency management is a key focus of our
Treasury department, with the aim of reducing the impact of currency
fluctuations on non-euro-denominated net future cash flows. In this
regard, hedging US dollars is a central part of our programme. This
is a direct result of our Asian-dominated sourcing, which is largely
denominated in US dollars. see Global Operations, p. 62 In 2016, Treasury
managed a net deficit of around US $ 6.5 billion related to operational
activities (2015: US $ 6.2 billion). Thereof, around US $ 3.5 billion
was against the euro (2015: US $ 3.6 billion). As governed by our
Treasury Policy, we have established a hedging system on a rolling
basis up to 24 months in advance, under which the vast majority of
the anticipated seasonal hedging volume is secured approximately
six months prior to the start of a season. As a result, we had largely
covered our anticipated hedging needs for 2017 as of year-end 2016
and have already started hedging our exposure for 2018. In 2017, we
expect a negative effect from less favourable conversion rates, mainly
as a result of the continued strengthening of the US dollar. The use
or combination of different hedging instruments, such as forward
exchange contracts, currency options and swaps, protects us against
unfavourable currency movements. see Risk and Opportunity Report, p. 118
FINANCIAL STATEMENTS AND MANAGEMENT
REPORT OF ADIDAS AG
adidas AG is the parent company of the adidas Group. It includes
operating business functions, primarily for the German market, as
well as corporate headquarter functions such as Marketing, Treasury,
Taxes, Legal and Finance. adidas AG also administers the company’s
shareholdings.
OPERATING ACTIVITIES AND CAPITAL
STRUCTURE OF ADIDAS AG
The majority of the operating business of adidas AG consists of the
sale of merchandise to retailers and own-retail activities.
In addition to its own trading activities, the results of adidas AG are
significantly influenced by its holding function for the company as a
whole. This is reflected primarily in currency effects, transfer of costs
for services provided, interest result and income from investments
in related companies.
The opportunities and risks as well as the future development of
adidas AG largely reflect those of the company as a whole. see
Subsequent Events and Outlook, p. 115 see Risk and Opportunity Report, p. 118
The asset and capital structure of adidas AG is significantly impacted
by its holding and financing function for the company. For example,
53% of total assets as at December 31, 2016 related to financial
assets (2015: 56%), which primarily consist of shares in affiliated
companies. Intercompany accounts, through which transactions
between affiliated companies are settled, represent another 35% of
total assets (2015: 27%) and 45% of total equity and liabilities as at
December 31, 2016 (2015: 44%).
44 INTEREST RATE DEVELOPMENT 1 IN %
PREPARATION OF ACCOUNTS
2016
2.3
2015
2.4
2014
3.1
2013
3.8
2012
4.4
Unlike the consolidated financial statements, which are in conformity
with the International Financial Reporting Standards (IFRS),
as adopted by the European Union as at December 31, 2016, the
following financial statements of adidas AG have been prepared in
accordance with the rules set out in the German Commercial Code
(Handelsgesetzbuch – HGB).
1 Weighted average interest rate of gross borrowings.
104
3
Group M anagement Report – F inancial Review
Business Performance – Financial Statements and Management Report of adidas AG
In the financial statements as at December 31, 2016, the
requirements of the German Accounting Directive Implementation
Act (Bilanzrichtlinie-Umsetzungsgesetz – BilRUG), as adopted by
the Bundestag on June 18, 2015, have been implemented for the
first time. In particular, the new definition of revenues pursuant to
§ 277 section 1 HGB (new version) and the related adjustment of cost
of materials have impacted the financial statements. This resulted
in reclassifications from other operating income to sales and from
other operating expenses to cost of materials. Detailed explanations
as well as the presentation of the effects from the restatement are
contained in the financial statements of adidas AG in the section
‘Notes to the annual financial statements of adidas AG for the year
ended December 31, 2016’.  http://adidas-group.com/s/financial-report-2016
Furthermore, for the sake of better comparability, adidas AG has
opted to present a three-column income statement. This contains
the prior year income statement pursuant to § 277 section 1 HGB,
the prior year income statement prepared in accordance with the
46 ADIDAS AG NET SALES € IN MILLIONS
provisions of the new version of § 277 section 1 HGB and the income
statement for the year under review.
All references to prior year figures hereinafter refer to the prior year
figures after application of the new version of § 277 section 1 HGB.
commission income, mainly from affiliated companies, and other
revenues. In 2016, adidas AG net sales grew 16% to € 3.289 billion
(2015: € 2.833 billion). This growth was mainly due to an increase in
royalty income from affiliated companies as well as higher sales at
adidas Germany. see Table 46
INCOME STATEMENT
OTHER OPERATING INCOME DOWN 59%
45STATEMENT OF INCOME IN ACCORDANCE WITH
HGB (CONDENSED) € IN MILLIONS
In 2016, other operating income of adidas AG decreased 59% to
€ 439 million (2015: € 1.060 billion). This was primarily attributable
to a decline in income from currency translation as well as in income
from the disposal of fixed assets.
2016
2015
New Version
2015
Old Version
Net sales
3,289
2,833
2,416
Total output
3,289
2,833
2,416
439
1,060
1,478
Other operating income
Cost of materials
Royalty and commission income
2016
2015
New Version
2015
Old Version
1,580
1,373
1,371
adidas Germany
939
821
821
Foreign subsidiaries
137
137
139
89
63
63
544
439
22
3,289
2,833
2,416
Y-3
Other revenues
Total
NET SALES INCREASE 16%
Sales of adidas AG comprise external revenues generated by
adidas Germany with products of the adidas and Reebok brands,
external revenues from Y-3 products as well as revenues from
foreign subsidiaries. Reported revenues also include royalty and
OTHER OPERATING EXPENSES DECLINE 12%
Other operating expenses of adidas AG decreased 12% in 2016 to
€ 1.803 billion (2015: € 2.039 billion). see Table 45 This was largely
due to a decline in losses from currency translation, which was partly
offset by an increase in intercompany cost transfers as well as legal
and consultancy expenses.
(1,127)
(947)
(663)
Personnel expenses
(588)
(488)
(488)
Depreciation and amortisation
(100)
(96)
(96)
(1,803)
(2,039)
(2,324)
Operating profit
110
323
323
Financial result
600
394
394
Taxes
(93)
(78)
(78)
DEPRECIATION AND AMORTISATION INCREASES 4%
Net income
617
639
639
Retained earnings brought forward
322
4
4
Allocation to other revenue reserves
(300)
0
0
Depreciation and amortisation for adidas AG rose 4% to € 100 million
in 2016 (2015: € 96 million), mainly as a result of an increase in
depreciation and amortisation of operating and office equipment.
Other operating expenses
Utilisation for the repurchase of treasury
shares
(11)
0
0
Retained earnings
629
643
643
OPERATING PROFIT DECLINES 66%
Operating profit decreased 66% to € 110 million (2015: € 323 million),
primarily due to the decline in other operating income. see Table 45
105
3
Group M anagement Report – F inancial Review
Business Performance – Financial Statements and Management Report of adidas AG
FINANCIAL RESULT IMPROVES STRONGLY
SHAREHOLDERS’ EQUITY UP 15%
The financial result of adidas AG improved 52% to € 600 million in
2016 (2015: € 394 million). The increase was attributable to higher
income from investments.
Shareholders’ equity rose 15% to € 2.395 billion at the end of
December 2016 (2015: € 2.087 billion). see Table 47 The equity ratio
rose slightly to 29.9% (2015: 27.8%).
NET INCOME DECLINES SLIGHTLY
PROVISIONS INCREASE 18%
Net income, after taxes of € 93 million (2015: € 78 million), amounted
to € 617 million in 2016 and was thus 3% below the prior year level
(2015: € 639 million). see Table 45
Provisions were up 18% to € 525 million at the end of 2016 (2015:
€ 446 million). see Table 47 The increase primarily resulted from
higher pension provisions and other provisions for personnel.
BALANCE SHEET
LIABILITIES AND OTHER ITEMS UP 2%
47BALANCE SHEET IN ACCORDANCE WITH HGB
(CONDENSED) € IN MILLIONS
At the end of December 2016, liabilities and other items increased 2%
to € 5.083 billion compared to the prior year level of € 4.985 billion. see Table 47 This increase was mainly a result of higher payables to
affiliated companies.
Dec. 31,
2016
Dec. 31,
2015
Assets
Intangible assets
112
Property, plant and equipment
493
449
Financial assets
4,205
4,216
Fixed assets
4,810
4,783
Inventories
Receivables and other assets
Cash and cash equivalents, securities
Current assets
Prepaid expenses
Active difference from asset allocation
Total assets
118
50
48
2,968
2,157
28
447
3,046
2,652
143
82
4
1
8,003
7,518
2,395
2,087
Equity and liabilities
Shareholders' equity
Provisions
525
446
Liabilities and other items
5,083
4,985
Total equity and liabilities
8,003
7,518
CASH OUTFLOW FROM FINANCING ACTIVITIES
REFLECTS CHANGE IN CASH AND CASH EQUIVALENTS
adidas AG generated a positive cash flow from operating activities of
€ 263 million (2015: € 1.076 billion). The change versus the prior year
was mainly a result of higher receivables from affiliated companies.
Net cash outflow from investment activities was € 133 million (2015:
€ 830 million). This was primarily attributable to capital expenditure
for tangible fixed assets of € 143 million, partly offset by disposals
from financial assets of € 13 million. Financing activities resulted
in a net cash outflow of € 549 million (2015: € 733 million). The net
cash outflow from financing activities mainly relates to the dividend
payment in an amount of € 320 million and the share buyback
programme in an amount of € 229 million. As a result of all these
developments, cash and cash equivalents of adidas AG decreased to
€ 28 million compared to € 447 million at the end of the prior year.
adidas AG has bilateral credit lines of € 1.7 billion. In addition, the
company has a multi-currency commercial paper programme in an
amount of € 2.0 billion. see Treasury, p. 101
TOTAL ASSETS ABOVE PRIOR YEAR
At the end of December 2016, total assets rose 6% versus the prior
year to € 8.003 billion (2015: € 7.518 billion), as an increase in
receivables and other assets was only partly offset by a decrease in
cash and cash equivalents. see Table 47
adidas AG is able to meet its financial commitments at all times.
106
3
Group M anagement Report – F inancial Review
Business Performance – Disclosures pursuant to § 315 Section 4 and § 289 Section 4 of the German Commercial Code
DISCLOSURES PURSUANT TO § 315 SECTION 4
AND § 289 SECTION 4 OF THE GERMAN
COMMERCIAL CODE
COMPOSITION OF SUBSCRIBED CAPITAL
The nominal capital of adidas AG amounts to € 209,216,186 (as at
December 31, 2016) and is divided into the same number of registered
no-par-value shares with a pro-rata amount in the nominal capital
of € 1 each (‘shares’). Pursuant to § 4 section 10 of the Articles of
Association, shareholders’ claims to the issuance of individual share
certificates are, in principle, excluded. Each share grants one vote
at the Annual General Meeting. All shares carry the same rights
and obligations. As at December 31, 2016, adidas AG held 7,726,876
treasury shares, which however do not confer any rights to the
company in accordance with § 71b German Stock Corporation Act
(Aktiengesetz – AktG). see Note 26, p. 173
In the USA, we have issued American Depositary Receipts (ADRs).
ADRs are deposit certificates of non-US shares that are traded instead
of the original shares on US stock exchanges. Two ADRs equal one
share. see Our Share, p. 41
The shares that were issued in the context of the Stock Purchase Plan
to employees of adidas AG and employees of subsidiaries participating
in the Stock Purchase Plan are not subject to any lock-up periods,
unless such a waiting period is stipulated in locally applicable
regulations. Employees who hold the shares which they purchased
themselves (investment shares) for at least one year will subsequently
receive one share for every six investment shares without having to
pay for such share (so-called matching share) if they are still adidas
employees at that point in time. If employees transfer, pledge or
hypothecate investment shares in any way during the one-year vesting
period, the right to receive matching shares shall cease.
SHAREHOLDINGS IN SHARE CAPITAL EXCEEDING
10% OF VOTING RIGHTS
We have not been notified of, and are not aware of, any direct or
indirect shareholdings in the share capital of adidas AG exceeding
10% of the voting rights.
SHARES WITH SPECIAL RIGHTS
There are no shares bearing special rights. In particular, there are
no shares with rights conferring powers of control.
RESTRICTIONS ON VOTING RIGHTS OR
TRANSFER OF SHARES
We are not aware of any contractual agreements with adidas AG or
other agreements restricting voting rights or the transfer of shares.
Based on the Code of Conduct in conjunction with an internal
guideline of adidas AG and based on Article 19 section 11 of the
Market Abuse Regulation, however, particular lock-up periods do
exist for members of the Executive Board with regard to the purchase
and sale of adidas AG shares. These lock-up periods are connected,
in particular, with the (time of) publication of quarterly and full year
results. Lock-up periods stipulated in the Code of Conduct and the
internal guideline also exist for employees who have access to yet
unpublished financial results.
In addition, restrictions of voting rights may exist pursuant, inter alia,
to § 136 AktG or for treasury shares pursuant to § 71b AktG as well as
due to capital market regulations, in particular pursuant to §§ 21 et seq.
German Securities Trading Act (Wertpapierhandelsgesetz – WpHG).
VOTING RIGHT CONTROL IF EMPLOYEES HAVE
A SHARE IN THE CAPITAL
Like all other shareholders, employees who hold adidas AG shares
exercise their control rights directly in accordance with statutory
provisions and the Articles of Association. The shares which
employees acquire in the context of the Stock Purchase Plan are held
in trust centrally by a service provider on behalf of the participating
employees. As long as the shares are held in trust, the trustee shall
take reasonable measures to allow participating employees to directly
or indirectly exercise their voting rights in respect of the shares held
in trust.
EXECUTIVE BOARD APPOINTMENT AND DISMISSAL
Pursuant to § 6 of the Articles of Association and § 84 AktG, the
Supervisory Board is responsible for determining the exact number of
members of the Executive Board, for their appointment and dismissal
as well as for the appointment of the Chief Executive Officer (CEO).
The adidas AG Executive Board, which, as a basic principle, comprises
at least two members, currently consists of the CEO as well as four
further members. Executive Board members may be appointed for a
1 07
3
Group M anagement Report – F inancial Review
Business Performance – Disclosures pursuant to § 315 Section 4 and § 289 Section 4 of the German Commercial Code
maximum period of five years. Such appointments may be renewed
and the terms of office may be extended, provided that no term
exceeds five years. see Executive Board, p. 16
The Supervisory Board may revoke the appointment of an individual
as member of the Executive Board or CEO for good cause, such as
gross negligence of duties or a vote of no confidence by the Annual
General Meeting.
As adidas AG is subject to the regulations of the German
Co-Determination Act (Mitbestimmungsgesetz – MitbestG), the
appointment of Executive Board members and also their dismissal
requires a majority of at least two thirds of the Supervisory Board
members (§ 31 MitbestG). If such a majority is not established in the
first vote by the Supervisory Board, the Mediation Committee has to
present a proposal which, however, does not exclude other proposals.
The appointment or dismissal is then made in a second vote with a
simple majority of the votes cast by the Supervisory Board members.
Should the required majority not be established in this case either, a
third vote, again requiring a simple majority, must be held in which,
however, the Chairman of the Supervisory Board has two votes.
If the Executive Board does not have the required number of
members, the competent court shall, in urgent cases, make the
necessary appointment upon application by any party involved
(§ 85 section 1 AktG).
AUTHORISATIONS OF THE EXECUTIVE BOARD
The authorisations of the Executive Board are regulated by
§§ 76 et seq. AktG in conjunction with §§ 7 and 8 of the Articles of
Association. The Executive Board is responsible, in particular, for
managing the company and represents the company judicially and
extra-judicially.
AUTHORISATION OF THE EXECUTIVE BOARD
TO ISSUE SHARES
The authorisation of the Executive Board to issue shares is regulated
by § 4 of the Articles of Association and by statutory provisions:
Authorised Capital
—— Until June 2, 2018, the Executive Board is authorised to increase
the nominal capital, subject to Supervisory Board approval, by
issuing new shares against contributions in kind once or several
——
——
AMENDMENTS TO THE ARTICLES OF ASSOCIATION
Pursuant to § 179 section 1 sentence 1 AktG, the Articles of
Association of adidas AG can, in principle, only be amended by a
resolution passed by the Annual General Meeting. Pursuant to
§ 21 section 3 of the Articles of Association in conjunction with
§ 179 section 2 sentence 2 AktG, the Annual General Meeting of
adidas AG principally resolves upon amendments to the Articles
of Association with a simple majority of the votes cast and with a
simple majority of the nominal capital represented when passing
the resolution. However, if mandatory legal provisions stipulate a
larger majority of voting rights or capital, this is applicable. When it
comes to amendments solely relating to the wording, the Supervisory
Board is authorised to make these modifications in accordance with
§ 179 section 1 sentence 2 AktG in conjunction with § 10 section 1
——
times by no more than € 25,000,000 altogether (Authorised
Capital 2015).
Until June 30, 2018, the Executive Board is authorised to increase
the nominal capital, subject to Supervisory Board approval, by
issuing new shares against contributions in cash once or several
times by no more than € 50,000,000 altogether (Authorised
Capital 2013/I).
Until June 30, 2018, the Executive Board is authorised to increase
the nominal capital, subject to Supervisory Board approval, by
issuing new shares against contributions in cash once or several
times by no more than € 20,000,000 altogether (Authorised
Capital 2013/III).
Until June 14, 2021, the Executive Board is authorised to increase
the nominal capital, subject to Supervisory Board approval, by
issuing new shares against contributions in cash once or several
times by no more than € 4,000,000 altogether (Authorised Capital
2016).
Subject to Supervisory Board approval, shareholders’ subscription
rights are partially excluded or may be excluded in certain cases for
the above-mentioned, cumulative authorisations. see Note 26, p. 173
Contingent Capital
—— The nominal capital of the company is conditionally increased
sentence 2 of the Articles of Association.
108
by up to € 36,000,000 (Contingent Capital 2010). The Contingent
Capital serves the purpose of granting holders or creditors of
bonds that were issued up to May 5, 2015 based on the resolution
of the Annual General Meeting on May 6, 2010 subscription or
conversion rights relating to no more than a total of 36,000,000
shares in compliance with the corresponding conditions of the
bonds.
3
Group M anagement Report – F inancial Review
Business Performance – Disclosures pursuant to § 315 Section 4 and § 289 Section 4 of the German Commercial Code
On March 14, 2012, following the approval of the Supervisory Board,
the Executive Board resolved to make partial use of the authorisation
granted by the Annual General Meeting on May 6, 2010 and issued
a convertible bond, excluding shareholders’ subscription rights, on
March 21, 2012. However, the shares will only be issued insofar as
bondholders make use of their conversion rights. The total number
of shares to be issued to bondholders in case of full conversion
amounted to up to 6,097,243 shares as at December 31, 2015. Due to
the fact that conversion rights were exercised, which were all serviced
with treasury shares of the company, the remaining number of shares
to be issued to bondholders in case of full conversion amounted to
up to 3,182,525 shares as at December 31, 2016.
The Executive Board has so far not utilised the authorisation to issue
bonds with warrants and/or convertible bonds granted by the Annual
General Meeting on May 8, 2014.
AUTHORISATION OF THE EXECUTIVE BOARD
TO REPURCHASE SHARES
The authorisations of the Executive Board to repurchase adidas AG
shares arise from §§ 71 et seq. AktG and, as at the balance sheet
date, from the authorisation granted by the Annual General Meeting
on May 12, 2016.
—— Until May 11, 2021, the Executive Board is authorised to repurMoreover, the authorisation to issue bonds with warrants and/or
convertible bonds granted on May 6, 2010 was cancelled by resolution
of the Annual General Meeting on May 8, 2014.
—— Furthermore, the nominal capital of the company is conditionally
increased by up to € 12,500,000 (Contingent Capital 2014). The
Contingent Capital serves the purpose of granting holders or
creditors of bonds that were issued based on the resolution
of the Annual General Meeting on May 8, 2014 subscription or
conversion rights relating to no more than a total of 12,500,000
shares in compliance with the corresponding conditions of the
bonds. Based on the authorisation granted by the Annual General
Meeting on May 8, 2014, the Executive Board is authorised,
subject to Supervisory Board approval, to issue bonds with
warrants and/or convertible bonds in an aggregate nominal value
of up to € 1,000,000,000 with or without a limited term, against
contributions in cash once or several times until May 7, 2019, and
to guarantee bonds issued by subordinated Group companies.
The Executive Board is also authorised, subject to Supervisory
Board approval, to exclude shareholders’ subscription rights for
fractional amounts and to exclude shareholders’ subscription
rights insofar as this is necessary for granting subscription
rights to which holders or creditors of previously issued bonds
are entitled. Furthermore, the Executive Board is authorised,
subject to Supervisory Board approval, to also exclude shareholders’ subscription rights if the issue price of the bonds is not
significantly below the hypothetical market value of these bonds
and the number of shares to be issued does not exceed 10% of
the nominal capital. The issuance of new shares or the use of
chase adidas AG shares in an amount totalling up to 10% of the
nominal capital at the date of the resolution (or, as the case may
be, a lower amount of nominal capital at the date of utilisation
of the authorisation) for any lawful purpose and within the legal
framework. The authorisation may be used by the company but
also by its subordinated Group companies or by third parties on
account of the company or its subordinated Group companies or
third parties assigned by the company or one of its subordinated
Group companies.
The repurchase can be carried out via the stock exchange,
through a public invitation to submit sale offers, through a
public repurchase offer, or through granting tender rights to
shareholders. Furthermore, the authorisation sets out the lowest
and highest nominal value that may be granted in each case.
The purposes for which adidas AG shares repurchased based
on this authorisation may be used are set out in the resolution
on Item 9 of the Agenda for the Annual General Meeting held on
May 12, 2016. The shares may in particular be used as follows:
—— They may be sold via the stock exchange, through a public
——
treasury shares must be taken into account when calculating the
limit of 10% in certain other specific cases.
——
109
share purchase offer made to all shareholders or sold
otherwise against cash (limited to 10% of the nominal capital
taking into account certain offsets) at a price not significantly below the stock market price of shares with the same
features.
They may be offered and assigned as consideration for
the direct or indirect acquisition of companies, parts of
companies, participations in companies or other economic
assets or within the scope of company mergers.
They may be offered and sold as consideration for the acquisition of industrial property rights or intangible property
3
Group M anagement Report – F inancial Review
Business Performance – Disclosures pursuant to § 315 Section 4 and § 289 Section 4 of the German Commercial Code
——
——
——
rights or for the acquisition of licences relating to such rights,
also through subordinated Group companies.
They may be used for purposes of meeting the subscription
or conversion rights or obligations or the company’s right to
delivery of shares arising from bonds with warrants and/or
convertible bonds issued by the company or its subordinated
Group companies.
In connection with employee share purchase plans, up to
4,000,000 shares may be issued in favour of (current or former)
employees of the company and its affiliated companies as
well as in favour of (current and former) management bodies
of the company’s affiliated companies.
They may be cancelled without the cancellation, or the
execution thereof, requiring an additional resolution of the
Annual General Meeting.
are limited to a maximum value of 5% of the nominal capital
existing at the date on which the resolution was adopted by the
Annual General Meeting (or, as the case may be, a lower amount
of nominal capital at the date of utilisation of the authorisation).
The term of the options may not exceed 18 months and must
furthermore be chosen in such a way that the shares are acquired
upon the exercise of the options no later than May 11, 2021.
The authorisation furthermore sets out the lowest and highest
nominal value that may be granted in each case.
For excluding subscription rights as well as for the use and
cancellation of shares purchased using equity derivatives, the general
provisions adopted by the Annual General Meeting (set out above) are
applicable accordingly.
Furthermore, the shares may be assigned to members of the
CHANGE OF CONTROL/COMPENSATION AGREEMENTS
Executive Board as compensation by way of a stock bonus subject
to the provision that resale by the Executive Board members shall
only be permitted following a retention period of at least three years
from the date of assignment. Responsibility in this case lies with the
Supervisory Board.
Material agreements entered into by adidas AG containing a changeof-control clause relate to financing agreements. In the case of a
change of control, these agreements, in accordance with common
practice, entitle the creditor to termination and early calling-in of
any outstanding amounts.
In case of utilisation of shares for the above-mentioned purposes,
except for the cancellation of shares, shareholders’ subscription
rights are excluded.
No compensation agreements exist between adidas AG and
members of the Executive Board or employees relating to the event
of a takeover bid.
The Supervisory Board may determine that transactions based on
this authorisation may only be carried out subject to the approval of
the Supervisory Board or one of its committees.
In the year under review, the Executive Board partly utilised the
authorisation to repurchase treasury shares. In the period from
November 8, 2016 up to and including December 31, 2016, and
moreover until January 31, 2017, adidas AG bought back 2,128,200
treasury shares via the stock exchange. see Note 26, p. 173
—— In the scope of the authorisation resolved by the Annual General
Meeting on May 12, 2016, the Executive Board is furthermore
authorised to conduct the share buyback also by using equity
derivatives which are arranged with a credit institution or
financial services institution in close conformity with market
conditions. adidas AG may acquire call options issued for physical
delivery and/or sell put options or use a combination of call and
put options see Glossary, p. 216 or other equity derivatives if the
option conditions ensure that these shares are only delivered if
they were purchased in compliance with the equality principle.
All share purchases using the aforementioned equity derivatives
110
3
Group M anagement Report – F inancial Review
Business Performance by Segment
BUSINESS PERFORMANCE BY SEGMENT
adidas has divided its operating activities into the following operating segments: Western Europe, North America, Greater China,
Russia/CIS, Latin America, Japan, Middle East, South Korea, Southeast Asia/Pacific, TaylorMade-adidas Golf, CCM Hockey, Runtastic
and Other centrally managed businesses. While the business segments Western Europe, North America, Greater China, Russia/CIS,
Latin America and Japan are reported separately, the markets Middle East, South Korea and Southeast Asia/Pacific are combined to
the segment MEAA (’Middle East, Africa and other Asian markets’). Each market comprises all business activities in the wholesale
and retail distribution channels of the adidas and Reebok brands. The segmental results of TaylorMade-adidas Golf, CCM Hockey,
Runtastic and Other centrally managed businesses, including brands such as Y-3 and Five Ten, are aggregated under Other Businesses.
Segmental operating expenses primarily relate to expenditure for point-of-sale and marketing investments as well as expenditure
for sales force, logistics and administration.
adidas Originals and adidas neo. In addition, high-single-digit sales
increases in the football and training categories also contributed
to this development. Reebok brand revenues in Western Europe
increased 18% on a currency-neutral basis, mainly due to doubledigit sales growth in the training category as well as in Classics. From
a country perspective, the main contributors to the increase in the
combined revenues of the adidas and Reebok brands were the UK,
Germany, Italy, France, Poland and Spain, where revenues grew at
double-digit rates each. see Table 02
01 NET SALES BY SEGMENT € IN MILLIONS
2016
2015
Change
Change
(currencyneutral)
Western Europe
5,291
4,539
17%
20%
North America
3,412
2,753
24%
24%
Greater China
3,010
2,469
22%
28%
679
739
(8%)
3%
Latin America
1,731
1,783
(3%)
16%
Japan
1,007
776
30%
16%
MEAA
2,685
2,388
12%
16%
Other Businesses 1
1,475
1,467
1%
1%
19,291
16,915
14%
18%
Russia/CIS
Total
Gross margin in Western Europe decreased 3.1 percentage points
to 44.4% from 47.5% in 2015. The significant positive effects from a
more favourable pricing, product and channel mix as well as lower
input costs were more than offset by the severe negative impact from
unfavourable currency developments. Operating expenses were up
12% to € 1.398 billion versus € 1.248 billion in 2015. This development
mainly reflects an increase in expenditure for point-of-sale and
marketing investments as well as higher logistic costs. Operating
expenses as a percentage of sales were down 1.1 percentage points
to 26.4% (2015: 27.5%). The operating margin declined 2.1 percentage
points to 18.0% (2015: 20.0%), as the positive effect of lower operating
expenses as a percentage of sales was more than offset by the gross
margin decrease. Operating profit in Western Europe increased 5%
to € 951 million versus € 909 million in the prior year. see Table 02
1Figures reflect continuing operations as a result of the divestiture of the Rockport business.
WESTERN EUROPE
In 2016, sales in Western Europe increased 20% on a currencyneutral basis. In euro terms, sales in Western Europe grew 17% to
€ 5.291 billion from € 4.539 billion in 2015. adidas brand revenues
grew 20% on a currency-neutral basis, driven by double-digit
sales growth in the running and outdoor categories as well as at
02 WESTERN EUROPE AT A GLANCE € IN MILLIONS
2016
Net sales
adidas brand
Reebok brand
Gross profit
Gross margin
Segmental operating profit
Segmental operating margin
2015
Change
Change
(currencyneutral)
5,291
4,539
17%
20%
4,889
4,193
17%
20%
18%
402
347
16%
2,350
2,157
9%
–
44.4%
47.5%
(3.1pp)
–
951
909
5%
–
18.0%
20.0%
(2.1pp)
–
NORTH AMERICA
North America revenues increased 24% both on a currency-neutral
basis and in euro terms to € 3.412 billion from € 2.753 billion in 2015.
adidas brand sales increased 30% on a currency-neutral basis, driven
by double-digit sales growth in the running, training and US sports
categories as well as at adidas Originals and adidas neo. In addition,
mid-single-digit increases in the football category also contributed
to this development. Revenues of the Reebok brand in North America
decreased 1% on a currency-neutral basis as double-digit sales
growth in Classics as well as low-single-digit increases in the running
category were more than offset by sales declines in other categories,
including the training category. see Table 03
111
3
Group M anagement Report – F inancial Review
Business Performance by Segment
03 NORTH AMERICA AT A GLANCE € IN MILLIONS
2016
Net sales
adidas brand
Reebok brand
Gross profit
Gross margin
Segmental operating profit
Segmental operating margin
2015
Change
Change
(currencyneutral)
3,412
2,753
24%
24%
2,897
2,231
30%
30%
(1%)
514
523
(2%)
1,286
1,008
28%
–
37.7%
36.6%
1.1pp
–
214
69
209%
–
6.3%
2.5%
3.8pp
–
Gross margin in North America increased 1.1 percentage points to
37.7% (2015: 36.6%) driven by a more favourable product and pricing
mix as well as lower input costs, partly offset by negative currency
effects. Operating expenses were up 15% to € 1.124 billion versus
€ 977 million in 2015, reflecting higher sales expenditure as well as
higher expenditure for point-of-sale investments. Operating expenses
as a percentage of sales decreased 2.5 percentage points to 32.9%
(2015: 35.5%). As a result of the strong top-line development, the
gross margin increase as well as the positive effect of lower operating
expenses as a percentage of sales, the operating margin improved
3.8 percentage points to 6.3% from 2.5% in 2015. Operating profit in
North America increased 209% to € 214 million versus € 69 million
in 2015. see Table 03
Gross margin in Greater China increased 0.4 percentage points to
57.5% (2015: 57.1%), reflecting lower input costs as well as a more
favourable channel, product and pricing mix, partly offset by negative
currency effects. Operating expenses were up 23% to € 671 million
versus € 545 million in 2015. This development reflects a significant
increase in sales expenditure as well as higher expenditure for
point-of-sale and marketing investments. Operating expenses as a
percentage of sales increased 0.2 percentage points to 22.3% (2015:
22.1%). As a result of the gross margin improvement, which was
partly offset by the negative effect of higher operating expenses as
a percentage of sales, the operating margin grew 0.1 percentage
points to 35.2% versus 35.1% in 2015. Operating profit in Greater
China increased 22% to € 1.060 billion from € 866 million in 2015. see Table 04
RUSSIA/CIS
Sales in Russia/CIS increased 3% on a currency-neutral basis. In
euro terms, sales in Russia/CIS decreased 8% to € 679 million
from € 739 million in 2015. adidas brand revenues were up 1% on a
currency-neutral basis, supported by double-digit sales increases in
the running category as well as at adidas neo. In addition, mid-singledigit sales growth in the football category also contributed to this
development. Revenues of the Reebok brand in Russia/CIS increased
9% on a currency-neutral basis, due to double-digit sales growth in
the training and running categories. see Table 05
Sales in Greater China grew 28% on a currency-neutral basis. In
euro terms, sales in Greater China were up 22% to € 3.010 billion
from € 2.469 billion in 2015. Revenues of brand adidas grew 28% on
a currency-neutral basis. This development was due to strong doubledigit sales growth in the training, running and football categories
as well as at adidas Originals and adidas neo. Reebok brand sales
in Greater China grew 17% on a currency-neutral basis, driven by
double-digit sales increases in the training and running categories
as well as in Classics. see Table 04
Gross margin in Russia/CIS increased 2.1 percentage points to 58.1%
from 56.0% in 2015, reflecting a significantly better pricing mix which
more than compensated severe negative currency effects. Operating
expenses were down 12% to € 290 million (2015: € 329 million),
reflecting a significant decline in sales expenditure as well as lower
expenditure for point-of-sale and marketing investments. Operating
expenses as a percentage of sales were down 1.8 percentage points to
42.7% versus 44.6% in the prior year. As a result of the gross margin
increase as well as the positive effect of lower operating expenses as
a percentage of sales, the operating margin improved 4.0 percentage
points to 15.4% from 11.4% in 2015. Operating profit in Russia/CIS
increased 24% to € 105 million versus € 85 million in 2015. see
Table 05
04 GREATER CHINA AT A GLANCE € IN MILLIONS
05RUSSIA/CIS AT A GLANCE € IN MILLIONS
GREATER CHINA
2016
Net sales
adidas brand
Reebok brand
Gross profit
Gross margin
Segmental operating profit
Segmental operating margin
2015
Change
Change
(currencyneutral)
3,010
2,469
22%
28%
2,944
2,411
22%
28%
2016
Net sales
Change
Change
(currencyneutral)
679
739
(8%)
3%
adidas brand
514
570
(10%)
1%
Reebok brand
166
170
(2%)
9%
395
414
(5%)
–
58.1%
56.0%
2.1pp
–
105
85
24%
–
15.4%
11.4%
4.0pp
–
67
58
15%
17%
1,731
1,411
23%
–
Gross profit
57.5%
57.1%
0.4pp
–
Gross margin
1,060
866
22%
–
Segmental operating profit
35.2%
35.1%
0.1pp
–
Segmental operating margin
112
2015
3
Group M anagement Report – F inancial Review
Business Performance by Segment
LATIN AMERICA
Revenues in Latin America were up 16% on a currency-neutral basis.
In euro terms, sales in Latin America were down 3% to € 1.731 billion
from € 1.783 billion in 2015. Revenues of brand adidas increased 19%
on a currency-neutral basis. This development was driven by doubledigit sales growth in the football, running and training categories as
well as at adidas Originals and adidas neo. Reebok brand sales in
Latin America grew 1% on a currency-neutral basis, as double-digit
growth in the training category as well as in Classics was partly offset
by sales declines in the running category. From a country perspective,
the combined revenues of the adidas and Reebok brands grew in
all major markets at double-digit rates with the exception of Brazil,
where sales increased at a low-single-digit rate. see Table 06
Gross margin in Latin America remained stable at 42.4% (2015:
42.4%), as the positive effects from a more favourable pricing, channel
and product mix were offset by negative currency effects. Operating
expenses were down 3% to € 507 million from € 521 million in 2015,
reflecting lower expenditure for marketing investments as well as a
decline in sales expenditure. Operating expenses as a percentage of
sales grew 0.1 percentage points to 29.3% (2015: 29.2%). As a result
of higher operating expenses as a percentage of sales, the operating
margin declined 0.1 percentage points to 13.1% from 13.2% in 2015.
Operating profit in Latin America decreased 3% to € 227 million
versus € 235 million in 2015. see Table 06
JAPAN
Sales in Japan increased 16% on a currency-neutral basis. In
euro terms, revenues in Japan increased 30% to € 1.007 billion
from 776 million in 2015. adidas brand revenues grew 17% on a
currency-neutral basis, driven by double-digit sales increases at
adidas Originals as well as high-single-digit growth at adidas neo.
In addition, mid-single-digit increases in the training and running
categories also contributed to this development. Sales of the Reebok
brand in Japan were up 12% on a currency-neutral basis, supported
06 LATIN AMERICA AT A GLANCE € IN MILLIONS
2016
Net sales
adidas brand
Reebok brand
Gross profit
Gross margin
Segmental operating profit
Segmental operating margin
2015
by high-single-digit sales increases in Classics as well as low-singledigit growth in the training category. see Table 07
Gross margin in Japan increased 2.3 percentage points to 49.4%
versus 47.1% in 2015, driven by a better pricing, product and channel
mix, which more than offset the significant impact from negative
currency effects. Operating expenses were up 31% to € 304 million
from € 231 million in 2015, reflecting higher sales expenditure as
well as an increase in expenditure for point-of-sale and marketing
investments. Operating expenses as a percentage of sales increased
0.4 percentage points to 30.2% (2015: 29.8%). The operating margin
grew 1.6 percentage points to 20.6% versus 19.0% in 2015, reflecting
the gross margin increase, which was only partly offset by the
negative effect of higher operating expenses as a percentage of
sales. Operating profit in Japan increased 41% to € 207 million from
€ 147 million in 2015. see Table 07
MEAA
Revenues in MEAA were up 16% on a currency-neutral basis. In euro
terms, sales in MEAA grew 12% to € 2.685 billion from € 2.388 billion
in 2015. Sales of the adidas brand increased 18% on a currencyneutral basis, due to double-digit sales growth in the training and
running categories as well as at adidas Originals and adidas neo.
Reebok brand revenues in MEAA were up 3% on a currency-neutral
basis, driven by double-digit increases in the running category as
well as low-single-digit growth in the training category, partly offset
by declines in Classics. From a country perspective, the increase in
the combined revenues of the adidas and Reebok brands was driven
by double-digit growth in almost all of the countries in the region. see Table 08
Gross margin in MEAA decreased 1.4 percentage points to 50.0%
(2015: 51.4%), as the positive effects from an improved pricing and
product mix as well as lower input costs were more than offset
by significant negative currency effects. Operating expenses were
07 JAPAN AT A GLANCE € IN MILLIONS
Change
Change
(currencyneutral)
2016
1,731
1,783
(3%)
16%
1,515
1,516
(0%)
19%
Net sales
216
266
(19%)
1%
734
756
(3%)
–
Gross profit
42.4%
42.4%
(0.0pp)
–
Gross margin
227
235
(3%)
–
Segmental operating profit
13.1%
13.2%
(0.1pp)
–
Segmental operating margin
113
2015
Change
Change
(currencyneutral)
1,007
776
30%
16%
adidas brand
907
696
30%
17%
Reebok brand
100
80
25%
12%
497
365
36%
–
49.4%
47.1%
2.3pp
–
207
147
41%
–
20.6%
19.0%
1.6pp
–
3
Group M anagement Report – F inancial Review
Business Performance by Segment
Gross margin was up 3.6 percentage points to 37.5% (2015: 33.9%),
driven by significantly higher product margins at TaylorMadeadidas Golf. Operating expenses decreased 3% to € 576 million
from € 596 million in 2015, reflecting a decline in expenditure for
point-of-sale and marketing investments. As a percentage of sales,
operating expenses were down 1.6 percentage points to 39.0% versus
40.6% in 2015. While Other Businesses recorded a negative operating
margin of 0.9%, this represents an improvement of 5.1 percentage
points compared to the prior year (2015: negative operating margin of
6.1%). Other Businesses recorded an operating loss of € 14 million,
an improvement of 84% compared to the prior year (2015: operating
loss of € 89 million). see Table 09
08 MEAA AT A GLANCE € IN MILLIONS
2016
Net sales
adidas brand
Reebok brand
Gross profit
Gross margin
Segmental operating profit
Segmental operating margin
2015
Change
Change
(currencyneutral)
2,685
2,388
12%
16%
2,385
2,091
14%
18%
3%
301
298
1%
1,344
1,228
9%
–
50.0%
51.4%
(1.4pp)
–
722
664
9%
–
26.9%
27.8%
(0.9pp)
–
up 10% to € 624 million versus € 565 million in 2015, mainly due
to higher sales expenditure. As a percentage of sales, operating
expenses declined 0.4 percentage points to 23.2% from 23.7% in
2015. The operating margin was down 0.9 percentage points to 26.9%
10 OTHER BUSINESSES NET SALES BY REGION 1 € IN MILLIONS
(2015: 27.8%), as the positive effect of lower operating expenses as
a percentage of sales was more than offset by the gross margin
decline. Operating profit in MEAA increased 9% to € 722 million
versus € 664 million in 2015. see Table 08
2016
2015
Western Europe
438
383
14%
18%
North America
719
783
(8%)
(8%)
Greater China
18
22
(19%)
(16%)
1
3
(79%)
(77%)
10
11
(12%)
12%
Japan
180
156
15%
3%
MEAA
110
109
1%
4%
Total
1,475
1,467
1%
1%
Russia/CIS
Latin America
OTHER BUSINESSES
Revenues in Other Businesses grew 1% both on a currency-neutral
basis and in euro terms to € 1.475 billion from € 1.467 billion in 2015.
Revenues at TaylorMade-adidas Golf decreased 1% on a currencyneutral basis, as growth at TaylorMade and adidas Golf was more
than offset by sales declines at Ashworth and Adams Golf. Currencyneutral CCM Hockey sales were down 13%, mainly due to sales
decreases in the licensed apparel business as well as in the sticks
and skates categories. Other centrally managed businesses revenues
increased 19% on a currency-neutral basis, mainly as a result of
strong double-digit sales growth at Y-3. see Table 09
Net sales
2015
Change
Change
(currencyneutral)
1,475
1,467
1%
1%
TaylorMade-adidas Golf
892
902
(1%)
(1%)
CCM Hockey
271
317
(14%)
(13%)
Other centrally managed
businesses
289
242
19%
19%
553
497
11%
–
37.5%
33.9%
3.6pp
–
Gross profit
Gross margin
Segmental operating profit
Segmental operating margin
(14)
(89)
84%
–
(0.9%)
(6.1%)
5.1pp
–
Change
(currencyneutral)
1Figures reflect continuing operations as a result of the divestiture of the Rockport business.
09 OTHER BUSINESSES AT A GLANCE 1 € IN MILLIONS
2016
Change
1Figures reflect continuing operations as a result of the divestiture of the Rockport business.
114
3
Group M anagement Report – F inancial Review
Subsequent Events and Outlook
SUBSEQUENT EVENTS AND OUTLOOK
In 2017, despite continuing uncertainties regarding the economic outlook for both advanced and emerging economies, we expect the
global economy and consumer spending to grow, providing a positive backdrop for moderate growth and expansion of the sporting
goods industry. Through our extensive pipeline of new and innovative products, increased brand-building activities, the tight control
of inventory levels and stringent cost management, we project strong top- and bottom-line improvements in 2017. We forecast sales
to increase at a rate between 11% and 13% on a currency-neutral basis. Gross margin is projected to grow up to 0.5 percentage points
to a level of up to 49.1%. Operating margin is expected to increase between 0.6 and 0.8 percentage points to a level between 8.3%
and 8.5%, reflecting the gross margin expansion as well as the positive effect of lower other operating expenses as a percentage of
sales. As a result, we project net income from continuing operations to increase at a rate between 18% and 20% to a level between
€ 1.200 billion and € 1.225 billion.
SUBSEQUENT EVENTS
NO SUBSEQUENT EVENTS
Since the end of 2016, there have been no significant organisational,
management, economic, socio-political, legal or financial changes
which we expect to influence our business materially going forward.
OUTLOOK
FORWARD-LOOKING STATEMENTS
This Management Report contains forward-looking statements
that reflect Management’s current view with respect to the future
development of our company. The outlook is based on estimates that
we have made on the basis of all the information available to us at this
point in time. In addition, such forward-looking statements are subject
to uncertainties which are beyond the control of the company. see
Risk and Opportunity Report, p. 118 In case the underlying assumptions turn
out to be incorrect or described risks or opportunities materialise,
actual results and developments may materially deviate (negatively
or positively) from those expressed by such statements. adidas does
not assume any obligation to update any forward-looking statements
made in this Management Report beyond statutory disclosure
obligations.
a major contributor to the global economic expansion in 2017. At
4.2%, their growth rate is projected to accelerate compared to 2016.
More specifically, developing economies are expected to benefit from
the gradual recovery of commodity prices, resulting in improving
domestic demand and less divergent growth outlooks for commodityimporting and commodity-exporting countries. However, a risk to
growth is forecasted to persist throughout the year, reflecting
weak global trade, lacklustre investment and policy uncertainty in
developed economies. GDP in developed economies is expected to
grow at a level of 1.8% in 2017. This development will be mainly
supported by accommodative monetary and fiscal policies, firm
export growth as well as improvements in consumer confidence and
labour markets. Despite these improvements, political tensions as
well as the economic uncertainties arising from the Brexit vote and
the outcome of the US elections will continue to pose a threat to the
economic outlook.
SPORTING GOODS INDUSTRY EXPANSION
TO CONTINUE IN 2017 2
Global GDP is projected to increase moderately by 2.7% in 2017.
This development will be supported by a further stabilisation in
commodity prices as well as continuous accommodative fiscal and
monetary policies. Nevertheless, subdued prospects for developed
economies, heightened policy uncertainty, weak productivity growth
as well as demographic pressures are expected to weigh on the
economic recovery. Developing economies are forecasted to remain
In the absence of any major economic shocks, we expect the global
sporting goods industry to grow at a mid-single-digit rate in 2017, in
spite of the non-recurrence of major sporting events that took place in
2016, such as the 2016 Olympic Games in Brazil as well as the UEFA
EURO 2016 in France. Consumer spending on sporting goods in the
developing economies is expected to grow faster than in the more
developed markets. Strong wage growth and domestic consumption
in many developing economies are predicted to propel industry growth
throughout the year. In developed economies, the sporting goods
industry is forecasted to improve moderately, as wage increases will
support consumer spending on sporting goods and fuel the industry’s
growth. In addition, rising sports participation and health awareness
globally is projected to continue to boost sportswear demand.
The athleisure see Glossary, p. 216 trend is forecasted to remain a
dominant structural growth driver for the industry as a whole,
1 Sources: World Bank Global Economic Prospects and HSBC Global Research.
2 Source: NPD Market Research.
GLOBAL ECONOMY TO GROW IN 2017 1
115
3
Group M anagement Report – F inancial Review
Subsequent Events and Outlook
fuelling the demand for athletic casual and activewear products.
Furthermore, innovation in the supply chain and breakthroughs in
new manufacturing techniques are projected to improve the speedto-market capabilities of sports brands, getting products more quickly
and more sustainably to the marketplace. E-commerce, which is
already a significant growth driver for the industry, is anticipated
to expand further and investments in digital transformation are
projected to rise across the sporting goods industry.
CURRENCY-NEUTRAL SALES TO INCREASE
AT A RATE BETWEEN 11% AND 13% IN 2017
We expect sales to increase at a rate between 11% and 13% on a
currency-neutral basis in 2017. see Table 01 Despite continued
uncertainties regarding the global economic outlook, the company’s
sales development will be favourably impacted by rising consumer
spending, the ongoing robust athleisure trend as well as increased
health awareness and sports participation in most geographical
areas. In addition, the further expansion and improvement of our
controlled space initiatives, in particular through our own eCommerce
channel, as well as major product launches will more than offset the
non-recurrence of sales related to the UEFA EURO 2016 and the Copa
América. see Table 02
CURRENCY-NEUTRAL COMBINED SALES OF
THE ADIDAS AND REEBOK BRANDS EXPECTED
TO INCREASE IN ALL MARKET SEGMENTS
In 2017, we expect currency-neutral combined revenues of the
adidas and Reebok brands to increase in all our market segments.
While currency-neutral sales are expected to grow at double-digit
rates in Western Europe, North America, Greater China and Russia/
CIS, currency-neutral sales in Latin America, Japan and MEAA are
forecasted to improve at a high-single-digit rate each. Currencyneutral revenues of Other Businesses are expected to be below the
prior year level, due to currency-neutral sales decreases at CCM
Hockey. Currency-neutral sales at TaylorMade-adidas Golf are
expected to grow at a mid-single-digit rate.
GROSS MARGIN EXPECTED TO INCREASE
TO A LEVEL OF UP TO 49.1%
In 2017, the gross margin is forecasted to increase up to
0.5 percentage points to a level of up to 49.1% (2016: 48.6%). see
Table 01 Gross margin will benefit from the positive effects of a more
favourable pricing, product, channel and regional mix. Higher
product margins at TaylorMade-adidas Golf compared to the prior
year are also expected to positively impact the company’s gross
margin development. These improvements will be partly offset by
the projected increase in costs for our Asian-dominated sourcing
as a result of less favourable US dollar hedging rates, rising labour
expenditures as well as higher commodity prices.
01 2017 OUTLOOK
Currency-neutral sales development (in %):
adidas
to increase at a rate between 11% and 13%
Western Europe 1
double-digit rate increase
North America 1
double-digit rate increase
Greater China 1
double-digit rate increase
Russia/CIS 1
double-digit rate increase
Latin America 1
high-single-digit rate increase
Japan 1
high-single-digit rate increase
MEAA 1
high-single-digit rate increase
Other Businesses
below prior year level
TaylorMade-adidas Golf
mid-single-digit rate increase
CCM Hockey
below prior year level
Gross margin
to increase up to 0.5 percentage points to a level of up to 49.1%
Other operating expenses in % of sales
below prior year level
Operating profit
to increase at a rate between 18% and 20%
Operating margin
to increase between 0.6 and 0.8 percentage points to a level between 8.3% and 8.5%
Net income from continuing operations
to increase at a rate between 18% and 20% to a level between € 1.200 billion and € 1.225 billion
Basic earnings per share from continuing operations
to increase at a rate between 18% and 20%
Average operating working capital in % of sales
modest increase
Capital expenditure
around € 1.1 billion
1 Combined sales of the adidas and Reebok brands.
116
3
Group M anagement Report – F inancial Review
Subsequent Events and Outlook
OPERATING MARGIN TO GROW TO A LEVEL
BETWEEN 8.3% AND 8.5%
IMPACT OF PLANNED DIVESTITURES
ON 2017 OUTLOOK
In 2017, other operating expenses as a percentage of sales are
expected to be below the prior year level of 42.8%. This, together
with the strong top-line growth and the projected gross margin
improvement, is expected to drive an increase in operating profit of
between 18% and 20%. Consequently, we expect the operating margin
to increase between 0.6 and 0.8 percentage points to a level between
8.3% and 8.5% compared to the prior year level of 7.7%. see Table 01
As part of the company’s ‘Creating the New’ acceleration plan, it is
our ambition to focus even more on the adidas and Reebok brands
going forward. In this context, we announced our intention to divest
the TaylorMade business with the brands TaylorMade, Adams Golf
and Ashworth as well as the CCM Hockey business. see Corporate
Strategy, p. 48 These divestitures are likely to occur in 2017. In this
case, the company’s outlook for 2017 will be impacted to the extent
that both 2016 and 2017 will be reported excluding the respective
businesses expected to be divested in the financial year. In the event
that the planned divestitures occur, we project currency-neutral
sales in 2017 to increase between 12% and 14% (2016 adjusted net
sales: € 18.5 billion). In addition, the gross margin would increase
by up to 0.3 percentage points to a level of up to 49.5%. This together
with lower other operating expenses as a percentage of sales will
result in an increase in the company’s operating margin of between
0.2 and 0.4 percentage points to a level between 8.6% and 8.8%. Net
NET INCOME FROM CONTINUING OPERATIONS TO
INCREASE AT A RATE BETWEEN 18% AND 20%
Net income from continuing operations is projected to increase at
a rate between 18% and 20% to a level between € 1.200 billion and
€ 1.225 billion compared to € 1.019 billion in 2016. Basic earnings per
share from continuing operations are also expected to increase at a
rate between 18% and 20% compared to the prior year level of € 5.08. see Table 01 Net financial expenses are forecasted to increase slightly
in 2017, mainly as a result of an increase in interest expenses. The
tax rate is projected to be around the prior level of 29.5%.
AVERAGE OPERATING WORKING CAPITAL AS A
PERCENTAGE OF SALES TO INCREASE MODESTLY
income from continuing operations is forecasted to increase at a rate
between 13% and 15% to a level between € 1.200 billion and € 1.225
billion in 2017. see Management Assessment of Performance, Risks and Opportunities,
and Outlook, p. 133
02 MAJOR 2017 PRODUCT LAUNCHES
In 2017, average operating working capital as a percentage of sales
is projected to increase modestly compared to the prior year level
(2016: 20.2%).
Product
Brand
Ace 17 football boot
adidas
COPA 17 football boot
adidas
Glitch 17 football boot
adidas
UltraBOOST Cleat football boot
adidas
adidas x Paul Pogba collection
adidas
UltraBOOST X running shoe
adidas
PureBOOST running shoe
adidas
CMMTTD training apparel
adidas
Z.N.E. 90/10 training apparel
adidas
adidas x Wanderlust collection
adidas
Superstar BOOST Originals shoe
adidas
EQT Support ADV Originals shoe
adidas
EQT Support Ultra Originals shoe
adidas
Originals by Kanye West Yeezy Season 5 collection
adidas
neo cloudfoam QT Racer shoe
adidas
As a result of the strong operational and financial performance in 2016,
Club C 85 Classics shoe
Reebok
our strong financial position as well as Management’s confidence in
our short- and long-term growth aspirations, the adidas AG Executive
and Supervisory Boards will recommend paying a dividend of € 2.00
per dividend-entitled share for 2016 to shareholders at the Annual
General Meeting (AGM) on May 11, 2017 (2015: € 1.60), representing
an increase of 25% compared to the prior year. see Our Share. p. 41
Nano 7.0 training shoe
Reebok
Pump Supreme training shoe
Reebok
Floatride running shoe
Reebok
All-Terrain Super 3.0 running shoe
Reebok
Spider Tour putter
TaylorMade
Powerband Boa BOOST golf shoe
adidas Golf
Crossknit BOOST golf shoe
adidas Golf
CAPITAL EXPENDITURE TO INCREASE
TO A LEVEL AROUND € 1.1 BILLION
In 2017, capital expenditure is expected to be around € 1.1 billion
and thus significantly above the prior year level (2016: € 651 million).
Investments will mainly focus on controlled space initiatives of the
adidas and Reebok brands, the company’s logistics infrastructure
as well as the further development of the corporate headquarters in
Herzogenaurach, Germany.
MANAGEMENT TO PROPOSE DIVIDEND OF € 2.00
117
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report
RISK AND OPPORTUNITY REPORT
In order to remain competitive and ensure sustainable success, adidas consciously takes certain risks and continously explores and
develops opportunities. Our risk and opportunity management principles and system provide the framework for our company to conduct
business in a well-controlled environment.
RISK AND OPPORTUNITY MANAGEMENT PRINCIPLES
We define risk as the potential occurrence of an external or internal
event (or series of events) that may negatively impact our ability
to achieve the company’s business objectives or financial goals.
Opportunity is defined as the potential occurrence of an external
or internal event (or series of events) that can positively impact
the company’s ability to achieve its business objectives or financial
goals. We have summarised risks in four main categories: Strategic,
Operational, Legal & Compliance and Financial. Opportunities are
classified in two main categories: Strategic & Operational and
Financial.
RISK AND OPPORTUNITY MANAGEMENT SYSTEM
The adidas AG Executive Board has overall responsibility for operating
an effective risk and opportunity management system that ensures
comprehensive and consistent management of all material risks
and opportunities. see Diagram 01 The Risk Management department
coordinates the execution and further development of the company’s
risk and opportunity management system and is the owner of the
centrally managed risk and opportunity management process on
behalf of the adidas AG Executive Board. The adidas AG Supervisory
Board is responsible for monitoring the effectiveness of the risk
01ADIDAS RISK AND OPPORTUNITY MANAGEMENT SYSTEM
Supervisory and Executive Boards
Risk Management
Risk Management Policy & Methodology/Support
Monitoring &
Reporting
Identification
Risk Owners
Handling
Evaluation
management system. These duties are undertaken by the Supervisory
Board’s Audit Committee. In addition, the Internal Audit department
includes an assessment of the effectiveness of risk management
processes and compliance with the company’s Risk Management
Policy as part of its regular auditing activities with selected adidas
subsidiaries or functions each year.
To facilitate effective risk and opportunity management, we
implemented an integrated risk and opportunity management
system, which is based on the integrated frameworks for enterprise
risk management and internal controls developed and published
by the Committee of Sponsoring Organizations of the Treadway
Commission (COSO). Additionally, it has been adapted to more
appropriately reflect the structure as well as the corporate and
management culture of the company. This system focuses on the
identification, evaluation, handling, monitoring and systematic
reporting of risks and opportunities. The key objective of the
risk and opportunity management system is to support business
success and protect the company as a going concern through an
opportunity-focused but risk-aware decision-making framework.
Our Risk Management Policy outlines the principles, processes,
tools, risk areas, key responsibilities, reporting requirements and
communication timelines within our company.
Risk and opportunity management is a company-wide activity which
utilises critical day-to-day management insight from both global and
local business units and functions.
Our risk and opportunity management process comprises the
following steps:
—— Risk and opportunity identification: adidas continuously monitors
the macroeconomic environment and developments in the sporting
goods industry, as well as internal processes, to identify risks and
opportunities as early as possible. Our company-wide network of Risk
Owners (generally all direct reports to the adidas AG Executive Board,
including the Managing Directors of our markets) ensures effective
identification of risks and opportunities. The Risk Management
department has defined a catalogue of potential risk areas (Risk
Universe) to assist Risk Owners in identifying and categorising risks
and opportunities.
118
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report
02 RISK EVALUATION CATEGORIES
Likelihood
Almost certain
> 85%
Very likely
50% – 85%
Likely
30% – 50%
Possible
15% – 30%
Unlikely
< 15%
Financial
equivalent 1
Qualitative
equivalent
Material risks
Very low
Low
Medium
High
Very high
≤ € 1 million
€ 1 million – € 10 million
€ 10 million – € 50 million
€ 50 million – € 100 million
≥ € 100 million
Almost no media
coverage
Limited local media
coverage
Local and limited
national media coverage
National and limited
international media
coverage
Extensive international
media coverage
Almost no senior
management attention
Less than 5% additional
senior management
attention
5% – 10% additional
senior management
attention
10% – 20% additional
senior management
attention
Over 20% additional
senior management
attention
Potential impact
Risk classification: ■ Marginal ■ Minor ■ Moderate ■ Significant ■ Major
1 Based on operating profit, financial result or tax expenses.
The Risk Owners use various instruments in the risk and opportunity
identification process, such as primary qualitative and quantitative
research including trend scouting and consumer surveys as well
as feedback from our business partners and controlled space
network. These efforts are supported by global market research
and competitor analysis. Through this process, we seek to identify
the markets, categories, consumer target groups and product styles
which show most potential for future growth at a local and global
level. Equally, our analysis focuses on those areas that are at risk of
saturation or exposed to increased competition or changing consumer
tastes. However, our risk and opportunity identification process is not
only limited to external risk factors or opportunities; it also includes
an internal perspective that considers processes, projects, human
resources and compliance aspects.
—— Risk and opportunity evaluation: We evaluate identified risks
and opportunities individually according to a systematic evaluation methodology, which allows adequate prioritisation as well as
allocation of resources. Risk and opportunity evaluation is also part
of the Risk Owners’ responsibility. The Risk Management department
supports and guides the Risk Owners in the evaluation process.
According to our methodology, risks and opportunities are evaluated
by looking at two dimensions: the potential impact and the likelihood
that this impact materialises. Based on this evaluation, we classify
risks and opportunities into five categories: marginal, minor,
moderate, significant and major.
The potential impact is evaluated using five categories: very low, low,
medium, high and very high. see Diagram 02 These categories represent
quantitative or equivalent qualitative measurements. The quantitative
measurements are based on the potential financial effect on the
relevant income statement metrics (operating profit, financial result
or tax expenses). Qualitative measurements used are, for example,
the degree of media exposure or additional senior management
attention needed. Likelihood represents the possibility that a given
risk or opportunity may materialise with the specific impact. The
likelihood of individual risks and opportunities is evaluated on a
percentage scale divided into five categories: unlikely, possible, likely,
very likely and almost certain.
When evaluating risks and opportunities, we also consider the
earliest time period when the company’s target achievement may be
impacted, in order to provide a broad perspective and ensure early
identification and mitigation. Short-term risks and opportunities may
affect the achievement of the company’s objectives already in the
current financial year, mid-term risks and opportunities would impact
the company’s target achievement in the next financial year, while
long-term risks and opportunities might only have an effect on the
achievement of the company’s objectives after the next financial year.
119
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report
We consider both gross and net risks in our risk assessments. While
the gross risk reflects the inherent (‘worst-case’) risk before any
mitigating action, the net risk reflects the residual (‘expected’) risk
after all mitigating action. On the one hand, this approach allows
for a good understanding of the impact of mitigating action taken;
on the other hand, it provides the basis for scenario analysis. Our
assessment of risks presented in this report only reflects the net risk
perspective. We measure the actual financial impact of high-level
risks that materialised against the original assessment on a yearly
basis. In this way, we ensure continuous monitoring of the accuracy of
risk evaluations across the company, which enables us to continuously
improve evaluation methodology based on our findings.
Regular risk reporting consists of a two-step reporting stream that is
supported and facilitated by a globally used company-wide IT solution.
Firstly, on a quarterly basis, Risk Owners are required to report to Risk
Management risks that have a possible gross impact rating of at least
medium or a net impact rating of at least low, both regardless of the
likelihood of materialising. Risk Owners are also required to report
all opportunities that have an impact rating of at least low. Secondly,
Risk Management aggregates the reported risks and opportunities
and, also on a quarterly basis, provides a consolidated company-wide
report based on the Risk Owners’ input, which specifically highlights
substantial individual risks and opportunities as well as, on an
aggregated level, key areas of risk and opportunity.
In assessing the potential effect from opportunities, each opportunity
is appraised with respect to viability, commerciality and potential
risks. This approach is applied to longer-term strategic prospects
but also to shorter-term tactical and opportunistic initiatives at the
corporate level as well as at the market and brand level. In contrast
to the risk evaluation, only the net perspective exists for assessing
opportunities.
Material changes in previously reported risks and/or newly identified
risks with a potential net impact of at least medium, and any issues
identified which, due to their material nature, require immediate
reporting to the Executive Board, are also reported outside the regular
—— Risk and opportunity handling:
Risks and opportunities are
treated in accordance with the company’s risk and opportunity
management principles as described in the Risk Management Policy.
Risk Owners are in charge of developing and implementing appropriate risk-mitigating action and exploiting opportunities within
their area of responsibility. In addition, the Risk Owners need to
determine a general risk-handling strategy for the identified risks,
which is either risk avoidance, risk reduction with the objective to
minimise impact and/or likelihood, risk transfer to a third party or
risk acceptance. The decision on the implementation of the respective
risk-handling strategy also takes into account the costs in relation to
the effectiveness of any planned mitigating action if applicable. The
Risk Management department works closely with the Risk Owners
to monitor the continuous progress of planned mitigating action and
assess the viability of already implemented mitigating action.
—— Risk and opportunity monitoring and reporting: Our integrated
risk and opportunity management system aims to increase the transparency of risks and opportunities. As both risks and opportunities
are subject to constant change, Risk Owners not only monitor developments but also the adequacy and effectiveness of the current riskhandling strategy on an ongoing basis.
quarterly reporting stream on an ad hoc basis.
COMPLIANCE MANAGEMENT SYSTEM
(ADIDAS FAIR PLAY COMPLIANCE FRAMEWORK)
We consider compliance with the law as well as with external and
internal regulations to be imperative. Every employee is required to
act ethically and in compliance with the law as well as with external
and internal regulations while executing the company’s business.
Violations must be avoided under all circumstances. As a company
with worldwide operations and more than 60,000 employees, however,
we realise that it will never be possible to exclude compliance
violations with absolute certainty.
The adidas Fair Play Compliance Framework and our risk and
opportunity management system are closely aligned and both are
overseen by the company’s Chief Compliance Officer who reports
directly to the company’s Chief Executive Officer. We see compliance
as all-encompassing, spanning all business functions throughout the
entire value chain, from supply chain through to the end consumer.
Consequently, the identification, analysis and evaluation of potential
compliance risks is an essential part of our risk and opportunity
management process. The Risk Management department works
closely with the Risk Owners and responsible Compliance Officers
to conduct a systematic assessment of key compliance risks on a
quarterly basis. In addition, the Compliance department regularly
conducts detailed compliance risk assessments within selected
entities.
12 0
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report
The company’s compliance management system is based on the
OECD Principles of Corporate Governance. It refers to the OECD
Guidelines for Multinational Enterprises and is designed to:
—— Support the achievement of qualitative and sustainable growth
through good corporate governance.
—— Reduce and mitigate the risk of financial losses or damage
caused by non-compliant conduct.
—— Protect and further enhance the value and reputation of the
company and its brands through compliant conduct.
—— Preserve diversity by fighting harassment and discrimination.
03REPORTING OF POTENTIAL COMPLIANCE
VIOLATIONS IN %
30
37% Anonymous call to hotline
37
33% Named call to hotline
30% Compliance Officer
33
Our Fair Play Code of Conduct, which is applicable globally and for
all business areas, stipulates guidelines for behaviour in everyday
work, which all employees are obliged to comply with. The Code of
Conduct is accessible on our website, on our intranet and as an app for
smartphones.  www.adidas-group.com/s/code-of-conduct The Code of Conduct is
the cornerstone of our compliance management programme which is
To ensure timely detection of potential infringements of statutory
regulations or internal guidelines, we have implemented
whistleblowing procedures which allow employees to either report
concerns over wrongdoing/potential compliance violations internally
founded on three pillars: prevention, detection and response.
(e.g. directly to their supervisor, to the Chief Compliance Officer or
other Compliance Officers, the relevant HR manager or the Works
Council) or externally via an independent, confidential reporting
hotline or email service. The hotline (named ‘Fair Play hotline’) is
available at all times worldwide. In case of reported or suspected
compliance violations, the Chief Compliance Officer or the Compliance
department undertake the required investigations.
Prevention includes, for example, policies such as the company’s
Code of Conduct, the anti-bribery and corruption policy or the
privacy policy, training of employees or targeted compliance-related
communication by management or the Compliance department. In
2016, more than 4,700 employees participated in our web-based
Code of Conduct training, which is a major component of employee
onboarding, while around 2,700 employees completed our web-based
anti-bribery and corruption training. In addition, 12,200 employees
completed the Securing Information and Protecting Privacy training.
Furthermore, 80 senior executives were selected and trained in
dedicated three-hour compliance workshops.
04 POTENTIAL COMPLIANCE VIOLATIONS
Financial,
including theft
Malfeasance, including
conflicts of interest
and corruption
Competition
180
Behavioural
Other 1
157
150
120
90
89
57
60
30
26
0
2
1 Includes payroll issues, intellectual property and leaks of confidential information, inter alia.
121
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report
Appropriate and timely response to compliance violations is essential.
Therefore, we have established a global network of local Compliance
Officers reporting directly to the adidas Chief Compliance Officer as
contact persons to whom complaints and information concerning
compliance violations can be reported. We track, monitor and report
potential incidents of non-compliance worldwide using a web-based
reporting solution. In 2016, we recorded 331 potential compliance
violations, representing a slight increase compared to the prior year
when 314 potential violations were recorded. see Diagram 03 see
Diagram 04 This increase is attributable to ongoing senior management
communication, training and workshops, which have led to improved
employee awareness with respect to ethical conduct.
Appropriate sanction mechanisms (ranging from warnings through to
termination of employment) are used to react promptly to confirmed
compliance violations. Insights gained from the investigation of
past violations are used to continuously improve the compliance
management system.
Monthly key performance indicators (KPIs), including those for
participation in training and for compliance violations, are reported
to the Executive Board by the Compliance department. The Chief
Compliance Officer regularly reports to the Chief Executive Officer
on the further development of the compliance programme and
on major compliance cases, which are also reported to the Audit
Committee. Further, he reports to the Audit Committee at one of its
meetings at least once a year concerning the contents and the further
development of the compliance programme.
DESCRIPTION OF THE MAIN FEATURES OF THE
INTERNAL CONTROL AND RISK MANAGEMENT
SYSTEM RELATING TO THE CONSOLIDATED
FINANCIAL REPORTING PROCESS PURSUANT TO
§ 315 SECTION 2 NO. 5 GERMAN COMMERCIAL CODE
(HANDELSGESETZBUCH – HGB)
The internal control and risk management system relating to the
consolidated financial reporting process of the company represents
a process embedded within the company-wide corporate governance
system. It aims to provide reasonable assurance regarding the
reliability of the company’s external financial reporting by ensuring
company-wide compliance with statutory accounting regulations, in
We regard the internal control and risk management system as a
process based on the principle of segregation of duties, encompassing
various sub-processes in the areas of Accounting, Controlling,
Taxes, Treasury, Planning, Reporting and Legal, focusing on the
identification, assessment, treatment, monitoring and reporting of
financial reporting risks. Clearly defined responsibilities are assigned
to each distinct sub-process. In a first step, the internal control and
risk management system serves to identify and assess as well as to
limit and control risks identified in the consolidated financial reporting
process which might result in our consolidated financial statements
not being in conformity with internal and external regulations.
Internal Control over Financial Reporting (ICoFR) serves to provide
reasonable assurance regarding the reliability of reporting and
compliance with applicable laws and regulations despite identified
financial reporting risks. To monitor the effectiveness of ICoFR,
the Policies & Internal Controls department and the Internal
Audit department regularly review accounting-related processes.
Additionally, as part of the year-end audit, the external auditor
selects and examines internal controls, including IT controls, to
assess their effectiveness. The Audit Committee of the adidas AG
Supervisory Board also monitors the effectiveness of ICoFR. However,
due to the limitations of ICoFR, even with appropriate and functional
systems absolute certainty about the effectiveness of ICoFR cannot
be guaranteed.
All Group companies are required to comply with the consolidated
financial reporting policies (Finance Manual), which are available to
all employees involved in the financial reporting process through the
company-wide intranet. We update the Finance Manual on a regular
basis, dependent on regulatory changes and internal developments.
Changes to the Finance Manual are promptly communicated to all
Group companies. Clear policies serve to limit employees’ scope
of discretion with regard to recognition and valuation of assets
and liabilities, thus reducing the risk of inconsistent accounting
practices within the company. We aim to ensure compliance with
the Finance Manual through continuous adherence to the four-eyes
principle in accounting-related processes. In addition, each quarter,
the local manager responsible for the accounting process within
the respective company and the respective local Managing Director
confirm adherence to the Finance Manual and to IFRS in a signed
representation letter to the Accounting department.
particular the International Financial Reporting Standards (IFRS) and
internal consolidated financial reporting policies (Finance Manual).
12 2
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Material Risks
The accounting for Group companies is conducted either locally
or by an adidas Shared Service Centre. Most of the IT Enterprise
Resource Planning (ERP) systems used are based on a company-wide
standardised SAP system. Some Group companies use Navisionbased ERP software. As part of an initiative aimed at harmonising our
system infrastructure (One ERP), we will also introduce an SAP-based
ERP system within these Group companies in the medium term.
Following approval by the Finance Director of the respective Group
company, the local financial statements are transferred to a central
consolidation system based on SAP SEM-BCS. At the corporate level,
the regularity and reliability of the financial statements prepared by
Group companies are reviewed by the Accounting and Controlling
departments. These reviews include automated validations in the
system as well as the creation of reports and analyses to ensure
data integrity and adherence to the reporting logic. In addition,
differences between current year and prior year financial data as
well as budget figures are analysed on a market level. If necessary,
the company seeks the opinion of independent experts to review
business transactions that occur infrequently and on a non-routine
basis. After ensuring data plausibility, the centrally coordinated and
monitored consolidation process begins, running automatically on
SAP SEM-BCS. Controls within the individual consolidation steps,
such as those relating to the consolidation of debt or of income
and expenses, are conducted both manually and system-based,
using automatically created consolidation logs. Any inadequacies
are remedied manually by systematically processing the individual
errors as well as differences and are reported back to the Group
companies. After finalisation of all consolidation steps, all items in the
consolidated income statement and in the consolidated statement of
financial position are analysed with respect to trends and variances.
Unless already otherwise clarified, the Group companies are asked
to explain any identified material deviations.
All financial systems used are protected against malpractice by
means of appropriate authorisation concepts, approval concepts
and access restrictions. Access authorisations are reviewed on a
regular basis and updated if required. The risk of data loss or outage
of accounting-related IT systems is minimised through central control
and monitoring of virtually all IT systems, centralised management
of change processes and regular data backups.
ILLUSTRATION OF MATERIAL RISKS
This report includes an explanation of what we perceive as material
risks to the achievement of the company’s objectives in 2017. Besides
these material risks, we also report risks we deem to be relevant in
2017 as well as credit risks, interest rate risks, and financing and
liquidity risks. The risk overview table shows the assessment of all
risks described below. see Table 05
STRATEGIC RISKS
Risks related to organisational structure and change
Operating in a dynamic and fast-moving competitive environment,
the company needs to cope with constantly changing requirements
in respect of the workforce (e.g. adaptability, learning, skillsets,
mobility, diversity) and workplace (e.g. flexibility and space
management). Therefore, organisational flexibility and the ability to
adapt quickly to new competitive circumstances are critical to remain
successful. A complex organisational structure and unclear roles and
responsibilities can lead to delayed or sub-optimal decision-making,
as well as inefficient and ineffective processes. Improper planning
and execution of reorganisation and transformation initiatives may
reduce employee engagement and cause business disruption and
inefficiencies. Frequent organisational changes could cause fatigue
among the workforce and lead to reduced efficiency and productivity.
The HR function therefore plays a key role in driving effective change
management.
We mitigate these risks through continuous, open and transparent
communication with our employees. Our Executive Board members
as well as the senior management team across the company regularly
update employees on organisational changes and openly explain the
reasons for change. To adequately manage change and to ensure
clarity about roles and responsibilities throughout the organisation,
we also utilise internal and external experts in project management,
change management and communication, who actively educate and
engage the workforce to embrace and support new organisational
structures and processes. To increase flexibility and adaptability in
the workforce and workplace and thereby reduce risks related to
organisational change, we implement various mitigating measures
such as strategic workforce planning, tailored on-the-job learning
programmes and development plans for our employees, as well as
the future workplace concept. see Our People, p. 72 In this context, the
company continues to roll out its ‘MyArena’ concept, aimed at creating
a flexible and attractive work environment that stimulates innovation,
collaboration and creativity.
123
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Material Risks
05RISK OVERVIEW
Potential
impact
Change
(2015 rating)
Likelihood
Change
(2015 rating)
Unlikely
 (Possible)
 (High)
Likely
Strategic risks
Risks related to organisational structure and change
Very high
Risks related to distribution strategy
Medium
Competition risks
Medium
 (High)
Possible
Risks related to media and stakeholder activities
Medium
 (High)
Possible
Macroeconomic, sociopolitical and regulatory risks
Very high
Unlikely
Operational risks
Personnel risks
High
Business partner risks
High
 (Very high)
Possible
Possible
IT risks
High
Possible
Inventory risks
High
Unlikely
High
Likely
Currency risks
Very high
Likely
Risks related to impairment of goodwill/other intangible assets
Very high
Credit risks
High
Interest rate risks
Low
Likely
Financing and liquidity risks
Very low
Likely
 (Possible)
Legal & Compliance risks
Risks related to customs and tax regulations
Financial risks
Risks related to distribution strategy
The inability to appropriately influence the channels in which the
company’s products are sold constitutes a continuous risk. Grey
market activity or parallel imports could negatively affect our own
sales performance and the image of our brands. Furthermore,
changes to segmentation and channel strategies could lead to
inadequate utilisation of our multiple distribution channels as well
as strong retaliation from our customers. An unbalanced portfolio
of own-retail stores (e.g. overexposure to certain markets or store
formats) or inappropriate store locations may result in worse-thanexpected sales development and lower profitability.
To mitigate these risks, adidas has developed and implemented clearly
defined distribution policies and procedures to avoid over-distribution
of products in a particular channel and limit the exposure to grey
markets. We continuously monitor our own-retail store portfolio,
which helps us identify imbalances and quickly take appropriate
action such as store closure or remodelling. New store openings are
managed according to a standardised company-wide business plan
model, taking into account our many years of own-retail experience
and best practices from around the world. In addition, we conduct
specific training for our sales force to appropriately manage product
distribution and ensure that the right product is sold at the right point
of sale to the right consumer at an appropriate price.
Likely
 (Very high)
Unlikely
Competition risks
Strategic alliances amongst competitors and/or retailers, the increase
of retailers’ own private label businesses and intense competition for
consumers and promotion partnerships between well-established
industry peers and new market entrants (e.g. new brands, vertical
retailers) pose a substantial risk to adidas. This could lead to harmful
competitive behaviour, such as price wars in the marketplace or
bidding wars for promotion partnerships. Sustained pricing pressure
in key markets could threaten the company’s financial performance
and the competitiveness of our brands. Aggressive competitive
practices could also drive increases in marketing costs and market
share losses, thus hurting the company’s profitability and market
position. World leaders in digital technologies could threaten adidas’
success in markets for sport, health and fitness apps.
To mitigate competition risks, we continuously monitor and analyse
information on our competitors and markets in order to be able to
anticipate unfavourable changes in the competitive environment
rather than reacting to such changes. This enables us to proactively
adjust our marketing and sales activities when needed. Continuous
investment in research and development ensures that we remain
innovative and distinct from competitors. see Research and Development,
p. 67 We also pursue a strategy of entering into long-term agreements
with key promotion partners such as FC Bayern Munich or Lionel
Messi, as well as adding new partners to refresh and diversify
1 24
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Material Risks
our portfolio, e.g. Paul Pogba, Kristaps Porzingis or Gigi Hadid. In
addition, our product and communication initiatives are designed to
increase brand desire, drive market share growth and strengthen
our brands’ market position.
Risks related to media and stakeholder activities
The company faces considerable risk if we are unable to uphold high
levels of consumer awareness, affiliation and purchase intent for
our brands. Adverse or inaccurate media coverage of our products
or business practices as well as negative social media discussion
may significantly harm the company’s reputation and brand image,
lead to public misperception of our business performance and
eventually result in a sales slowdown. Similarly, certain activities on
the part of key stakeholders (e.g. non-governmental organisations,
governmental institutions) could cause reputational damage, distract
management and disrupt business activities.
To mitigate these macroeconomic, sociopolitical and regulatory risks,
adidas strives to balance sales across key regions and also between
developed and emerging markets. We also continuously monitor
the macroeconomic, political and regulatory landscape in all our
key markets to anticipate potential problem areas, so that we are
able to quickly adjust our business activities accordingly upon any
change in conditions. Potential adjustments may be a reallocation
of investments to alternative, more attractive markets, changes
in product prices, closure of own-retail stores, more conservative
product purchasing, tight working capital management and an
increased focus on cost control. In addition, by building on our leading
position within the sporting goods industry, we actively engage in
supporting policymakers and regulators in their efforts to liberalise
global trade and curtail trade barriers and also in order to proactively
adapt to significant changes in the regulatory environment.
To mitigate these risks, we pursue proactive, open communication
OPERATIONAL RISKS
and engagement with key stakeholders (e.g. consumers, media,
non-governmental organisations, the financial community) on
a continuous basis. In addition, we have established clear crisis
communication processes to ensure a quick and effective response
to adverse developments. We have also strengthened social media
capabilities and created various digital newsrooms worldwide that
enable continuous monitoring of social media content related to the
company’s products and activities and allow early management of
potentially damaging social media discussion. On a case-by-case
basis, we seek external advice from experts in communication and
stakeholder management.
Personnel risks
Achieving the company’s strategic and financial objectives is highly
dependent on our employees and their talents. In that respect, strong
leadership and a performance-enhancing culture are critical to the
company’s success. Therefore, inconsistent or ineffective leadership
as well as the failure to instil and maintain a performance-oriented
culture and ensure strong employee engagement amongst our
workforce could also substantially impede our ability to achieve our
goals. In addition, global competition for highly qualified personnel
remains fierce. As a result, the loss of key personnel in strategic
positions and the inability to identify, recruit and retain sufficient
numbers of highly qualified and skilled people who best meet the
specific needs of our company pose substantial risks to our business
performance. Unattractive or non-competitive management and
employee remuneration may exacerbate these risks. In addition, a
lack of sufficient training measures and inadequate documentation
of critical know-how might dilute or lead to a loss of key capabilities.
Macroeconomic, sociopolitical and regulatory risks
Growth in the sporting goods industry is highly dependent on
consumer spending and consumer confidence. Economic downturns
and sociopolitical factors such as military conflicts, changes
of government, civil unrest, nationalisation or expropriation, in
particular in regions where the company is strongly represented,
therefore pose a significant risk to the company’s business activities
and top- and bottom-line performance. In addition, substantial
changes in the regulatory environment (e.g. trade restrictions, tax
legislation, economic and political sanctions) could lead to potential
sales shortfalls or cost increases. Recent developments, such as the
result of the referendum in the United Kingdom in favour of leaving
the European Union (‘Brexit’), increase the level of uncertainty and
thereby related potential risks.
Our People Strategy, aimed at fostering a corporate culture of
confidence, creativity and collaboration that is needed to be successful,
is an essential part of our strategic business plan ‘Creating the
New’ and is designed to reduce these risks. see Our People, p. 72 We
continuously invest in improving employer branding activities to be
the ‘employer of choice’ in our industry and as a result attract and
retain the right talent. We have also established a global recruiting
organisation to enhance our internal and external recruiting services
and capabilities. In addition, we strengthen employee retention by
providing employees with development and career opportunities (e.g.
via our Talent Carousel programme) and we focus on promoting from
within the organisation rather than recruiting externally. We also have
attractive reward and incentive schemes in place, designed to further
support long-term employee commitment.
125
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Material Risks
Business partner risks
adidas interacts and enters into partnerships with various third
parties such as promotion partners, retail partners or suppliers. As
a result, the company is exposed to a multitude of business partner
risks.
Injuries to individual athletes or poor on-field performance on the part
of sponsored teams or athletes could reduce their consumer appeal
and eventually result in lower sales and diminished attractiveness of
our brands. Failure to cement and maintain strong relationships with
retailers could have substantial negative effects on our wholesale
activities and thus the company’s business performance. Losing
important customers in key markets due to sub-par relationship
management would result in significant sales shortfalls. In a few
individual markets, we work with distributors or strategic partners
whose approach might differ from our own distribution practices
and standards, which could also negatively impact the company’s
company’s top executives and second-line management. We also
utilise a broad distribution strategy which includes further expansion
of our controlled space activities to reduce the risk of over-reliance on
particular key customers. Specifically, no single customer accounted
for more than 5% of the company’s sales in 2016. To reduce the risk
of business interruption in the supply chain, we work with suppliers
who demonstrate reliability, quality and innovation. Furthermore,
in order to minimise any potential negative consequences such
as a violation of our Workplace Standards by our suppliers, we
enforce strict control and inspection procedures at our suppliers
and also demand adherence to social and environmental standards
throughout our supply chain. see Sustainability, p. 78 In addition, we
have selectively bought insurance coverage for the risk of business
interruptions caused by physical damage to suppliers’ premises. To
reduce dependency on any particular supplier, the company follows
a strategy of diversification. In this context, adidas works with a broad
network of suppliers and, for the vast majority of its products, does
not have a single-sourcing model see Glossary, p. 218.
business performance. Similarly, failure to maintain strong
relationships with suppliers or service providers could negatively
impact the company’s sales and profitability. Risks may also arise
from a dependence on particular suppliers, customers or service
providers. Over-reliance on a supplier for a substantial portion of
the company’s product volume, or over-dependence on a particular
customer, increases the company’s vulnerability to delivery and sales
shortfalls and could lead to significant margin pressure. Business
partner default (including insolvency) or other disruptive events such
as strikes may negatively affect the company’s business activities and
result in additional costs and liabilities as well as lower sales for the
company. Unethical business practices or improper behaviour on
the part of business partners could have a negative spill-over effect
on the company’s reputation, lead to higher costs or liabilities and
disrupt business activities.
IT risks
Theft or leakage of confidential and sensitive information or data
(e.g. product data, employee data, consumer data) could lead to
reputational damage, penalties and higher costs. Data leakage
could trigger in-depth forensic investigation resulting in temporary
unavailability of key systems and business interruption. Key business
processes, including product marketing, order management,
warehouse management, invoice processing, customer support and
financial reporting, are all dependent on IT systems. A significant
systems outage or application failure could therefore result in
considerable disruptions to our business. Virus or malware attacks
could also lead to systems disruption and may result in the loss of
business-critical and/or confidential information.
To mitigate business partner risks, adidas has implemented various
measures. For example, we generally include clauses in contractual
agreements with athletes, clubs and federations or other promotion
partners that allow us to suspend or even terminate our partnership
in case of improper or unethical conduct. In addition, we work with a
broad portfolio of promotion partners, including individual athletes,
club teams and federations or associations in numerous sports
in order to reduce the dependence on the success and popularity
of a few individual partners. To ensure strong relationships with
To mitigate these risks, our IT organisation proactively engages in
system preventive maintenance, service continuity planning and
adherence to applicable IT policies. Data security is managed by
restricting user access based on job description and adhering to
data protection regulations. We conduct security reviews of key
systems and applications on a regular basis and have established
monitoring and alert systems to detect and properly tackle IT security
incidents. Additional security measures such as anti-virus software
and firewalls are designed to further protect our systems and critical
retailers, adidas is committed to delivering outstanding customer
service and providing our retail partners with the support and tools
required to establish and maintain a mutually successful business
relationship. Customer relationship management is not only a key
activity for our sales force but also of utmost importance to our
information. We perform multiple backups at alternating data centre
locations for the company’s core ERP system on a daily basis. In
addition, for the ERP system, our contingency solution allows us
to quickly switch to a remote site if necessary – without any loss of
data. System security, controls and reliability are regularly reviewed
and tested by the Internal Audit department. To increase awareness
amongst employees with regard to information security and data
privacy, we conduct various training programmes and regular
information campaigns.
126
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Material Risks
Inventory risks
As we place initial production orders up to nine months in advance of
delivery, adidas is exposed to inventory risks relating to misjudging
consumer demand at the time of production planning. Overestimating
demand could result in inappropriate capacity utilisation at our
suppliers’ factories, lead to over-production and cause excess
inventory for the company as well as in the marketplace. This can have
negative implications for our financial performance, including product
returns, inventory obsolescence and higher levels of clearance
activity as well as reduced liquidity due to higher operating working
capital requirements. Similarly, underestimating demand can lead
to product shortfalls at the point of sale. In this situation, adidas
faces the risk of missed sales opportunities and/or customer and
consumer disappointment, which could lead to a reduction in brand
loyalty and hurt our reputation as an On-Time In-Full supplier. see
Global Operations, p. 62 In addition, the company faces potential profitability
impacts from additional costs such as airfreight in efforts to speed
up replenishment.
In order to mitigate these risks, we actively manage inventory
levels, for example by continuous monitoring of stock levels as
well as centralising stock holding and clearance activities. We
also continuously strive to improve our forecasting and material
planning processes. Our integrated business planning process
ensures alignment of demand and supply planning on a monthly
basis and thus facilitates inventory and order book management. see Internal Management System, p. 86 In addition, our Global Operations
function is continuously improving the agility and flexibility of our
planning environment in order to shorten order-to-delivery times
and ensure availability of products while trying to avoid excess
inventories. In this context, the company’s strategic priority ‘Speed’
is an important driver, leveraging market and sell-through data in
new ways. This, in turn, enables us to respond quickly to consumer
demand and to deliver concepts that are fresh and desirable and
made available when and where they are wanted by the consumer. see Corporate Strategy, p. 48
LEGAL & COMPLIANCE RISKS
Risks related to customs and tax regulations
Numerous laws and regulations regarding customs and taxes affect
the company’s business practices worldwide. Non-compliance with
regulations concerning product imports (including calculation of
customs values), intercompany transactions or income taxes could
lead to substantial financial penalties and additional costs as well
as negative media coverage and therefore reputational damage, for
example in case of understatements or underpayments of corporate
income taxes or customs duties.
To proactively manage such risks, we constantly seek expert
advice from specialised law and tax advisory firms. We closely
monitor changes in legislation in order to properly adopt regulatory
requirements regarding customs and taxes. In addition, our
internal legal, customs or tax departments advise our operational
management teams to ensure appropriate and compliant business
practices. Furthermore, we work closely with customs authorities
and governments worldwide to make sure we adhere to customs
and import regulations and obtain the required clearance of products
to fulfil sales demand. In order to reduce the financial risk, we also
create provisions in our financial statements in accordance with the
relevant accounting regulations to account for potential disputes with
customs or tax authorities.
FINANCIAL RISKS
Currency risks
Currency risks for adidas are a direct result of multi-currency cash
flows within the company. Furthermore, translation impacts from
the conversion of non-euro-denominated results into the company’s
functional currency, the euro, might lead to a material negative impact
on our company’s financial performance. The biggest single driver
behind this risk results from the mismatch of the currencies required
for sourcing our products versus the denominations of our sales. The
vast majority of our sourcing expenses are in US dollars, while sales
are denominated in other currencies to a large extent – most notably
the euro. Exposures are presented in the respective table. see Table
06 The exposure from firm commitments and forecasted transactions
was calculated on a one-year basis.
127
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Material Risks
In line with IFRS 7 requirements, we have calculated the impact on
net income and shareholders’ equity based on changes in our most
important currency exchange rates. The calculated impacts mainly
result from changes in the fair value of our hedging instruments.
The analysis does not include effects that arise from the translation
of our foreign entities’ financial statements into the company’s
reporting currency, the euro. The sensitivity analysis is based on the
net balance sheet exposure, including intercompany balances from
monetary assets and liabilities denominated in foreign currencies.
Moreover, all outstanding currency derivatives were re-evaluated
using hypothetical foreign exchange rates to determine the effects
on net income and equity. The analysis was performed on the same
basis for both 2015 and 2016.
Based on this analysis, a 10% increase in the euro versus the US
dollar at December 31, 2016 would have led to a € 7 million increase
in net income. see Table 07 The more negative market values of the
US dollar hedges would have decreased shareholders’ equity by
€ 277 million. A 10% weaker euro at December 31, 2016 would have
led to a € 8 million decrease in net income. Shareholders’ equity
would have increased by € 355 million. The impacts of fluctuations of
the US dollar against the Russian rouble and of the euro against the
British pound and the Japanese yen on net income and shareholders’
equity are also included in accordance with IFRS requirements.
However, many other financial and operational variables that could
potentially reduce the effect of currency fluctuations are excluded
from the analysis. For instance:
—— Interest rates, commodity prices and all other exchange rates
are assumed constant.
—— Exchange rates are assumed at a year-end value instead of the
more relevant sales-weighted average figure, which we utilise
internally to better reflect both the seasonality of our business
and intra-year currency fluctuations.
—— The underlying forecasted cash flow exposure (which the hedge
instrument mainly relates to) is not required to be revalued in
this analysis.
—— Operational issues, such as potential discounts for key accounts,
which have high transparency regarding the impacts of currency
on our sourcing activities (due to their own private label sourcing
efforts), are also excluded from this analysis.
Utilising a centralised currency risk management system, we hedge
currency needs for projected sourcing requirements on a rolling basis
up to 24 months in advance. In rare instances, hedges are contracted
beyond the 24-month horizon. see Treasury, p. 101 Our goal is to have
the vast majority of our hedging volume secured six months prior to
the start of a given season. The company also largely hedges balance
sheet risks. Due to our strong global position, we are able to partly
minimise currency risk by utilising natural hedges.
06 EXPOSURE TO FOREIGN EXCHANGE RISK BASED ON NOTIONAL AMOUNTS, € IN MILLIONS
USD
GBP
JPY
RUB
(6,763)
985
615
252
(478)
(11)
(6)
28
(7,241)
974
609
280
5,253
(985)
(578)
(53)
(1,469)
(11)
(23)
227
(5,849)
834
483
299
(429)
(47)
7
10
(6,278)
787
490
309
As at December 31, 2016
Exposure from firm commitments and forecasted transactions
Balance sheet exposure including intercompany exposure
Total gross exposure
Hedged with other cash flows
114
Hedged with currency options
405
Hedged with forward contracts
Net exposure
(54)
As at December 31, 2015
Exposure from firm commitments and forecasted transactions
Balance sheet exposure including intercompany exposure
Total gross exposure
Hedged with other cash flows
110
Hedged with currency options
(59)
Hedged with forward contracts
Net exposure
4,135
(549)
(414)
(47)
(2,033)
179
76
262
128
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Material Risks
07 SENSITIVITY ANALYSIS OF FOREIGN EXCHANGE RATE CHANGES € IN MILLIONS
USD
GBP
JPY
RUB
EUR +10%
EUR +10%
EUR +10%
USD +10%
(277)
85
53
–
7
1
1
5
EUR – 10%
EUR – 10%
EUR – 10%
USD – 10%
355
(104)
(66)
–
(8)
(1)
(1)
(5)
EUR +10%
EUR +10%
EUR +10%
USD +10%
(225)
61
40
–
7
4
(1)
4
EUR – 10%
EUR – 10%
EUR – 10%
USD – 10%
238
(61)
(41)
–
(9)
(5)
1
(4)
As at December 31, 2016
Equity
Net income
Equity
Net income
As at December 31, 2015
Equity
Net income
Equity
Net income
Our gross US dollar cash flow exposure after natural hedges calculated
for 2017 was around € 7.2 billion at year-end 2016, which we hedged
using forward exchange contracts, currency options and currency
swaps. see Table 06 Our Treasury Policy allows us to utilise hedging
instruments, such as currency options or option combinations, which
provide protection from negative exchange rate fluctuations while
– at the same time – retaining the potential to benefit from future
favourable exchange rate developments in the financial markets.
As 2017 hedging has almost been completed, it is foreseeable that the
EUR/USD conversion rate will be less favourable compared to 2016.
Volume forecast variances and currency volatility in countries such
as Argentina or Russia will expose the company to currency effects
in 2017. see Subsequent Events and Outlook, p. 115
Risks related to impairment of goodwill/other
intangible assets
As a result of various acquisitions in the past, our balance sheet
carries book values of approximately € 1.4 billion in goodwill and
€ 1.8 billion in other intangible assets (including trademarks). see Note 13, p. 162 see Note 14, p. 163 Deterioration in the business
performance, and particularly in future business prospects, as well
as significant exchange rate fluctuations could require corrections
of these book values by incurring impairment charges. In addition,
increases in market interest rates could trigger increases in discount
rates used in our impairment test for goodwill/trademarks and
require impairment charges. An impairment charge would be a
purely accounting, non-cash effect impacting the company’s operating
result.
Credit risks
A credit risk arises if a customer or other counterparty to a financial
instrument fails to meet its contractual obligations. see Note 30, p. 181
adidas is exposed to credit risks from its operating activities and
from certain financing activities. Credit risks arise principally from
accounts receivable and, to a lesser extent, from other third-party
contractual financial obligations such as other financial assets,
short-term bank deposits and derivative financial instruments.
Without taking into account any collateral, the carrying amount of
financial assets and accounts receivable represents the maximum
exposure to credit risk.
At the end of 2016, there was no relevant concentration of credit
risk by type of customer or geography. Our credit risk exposure is
mainly influenced by individual customer characteristics. Under
the company’s credit policy, new customers are analysed for
creditworthiness before standard payment and delivery terms and
conditions are offered. Tolerance limits for accounts receivable
are also established for each customer. Both creditworthiness
and accounts receivable limits are monitored on an ongoing basis.
Customers that fail to meet the company’s minimum creditworthiness
are, in general, allowed to purchase products only on a prepayment
basis.
Other activities to mitigate credit risks include retention of title
clauses as well as, on a selective basis, credit insurances, the sale
of accounts receivable without recourse, and bank guarantees.
Objective evidence that financial assets are impaired includes,
for instance, significant financial difficulty of the issuer or debtor,
indications of the potential bankruptcy of the borrower and the
disappearance of an active market for a financial asset because of
financial difficulties. The company utilises allowance accounts for
impairments that represent our estimate of incurred credit losses
with respect to accounts receivable.
12 9
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Material Risks
Allowance accounts are used as long as the company is satisfied
that recovery of the amount due is possible. Once this is no longer
the case, the amounts are considered irrecoverable and are directly
written off against the financial asset. The allowance consists of two
components:
—— firstly, an allowance established for all receivables dependent on
the ageing structure of receivables past due date and
—— secondly, a specific allowance that relates to individually assessed
risks for each specific customer – irrespective of ageing.
At the end of 2016, no customer accounted for more than 10% of
accounts receivable.
08SET-OFF POSSIBILITIES OF DERIVATIVE FINANCIAL
ASSETS AND LIABILITIES € IN MILLIONS
2016
2015
Assets
Gross amounts of recognised financial assets
383
228
Financial instruments which qualify for set-off in the
statement of financial position
0
0
Net amounts of financial assets presented in the
statement of financial position
383
228
Set-off possible due to master agreeements
(96)
(57)
Total net amount of financial assets
287
171
(112)
(61)
0
0
(112)
(61)
Liabilities
The Treasury department arranges currency, commodity and interest
rate hedges, and invests cash, with major banks of a high credit
standing throughout the world. Group companies are authorised to
work with banks rated BBB+ or higher. Only in exceptional cases are
subsidiaries authorised to work with banks rated lower than BBB+. Gross amounts of recognised financial liabilities
see Treasury, p. 101 To limit risk in these cases, restrictions are clearly
stipulated, such as maximum cash deposit levels. In addition, the
credit default swap premiums of our partner banks are monitored on
a monthly basis. In the event that the defined threshold is exceeded,
credit balances are shifted to banks compliant with the limit.
Total net amount of financial liabilities
We believe our risk concentration is limited due to the broad
distribution of our investment business with more than 20 globally
operating banks. At December 31, 2016, no bank accounted for more
than 10% of our investments. Including subsidiaries’ short-term
deposits in local banks, the average concentration was 1%. This leads
to a maximum exposure of € 96 million in the event of default of any
single bank. We have further diversified our investment exposure by
investing into AAA-rated money market funds.
In addition, in 2016, we held derivatives with a positive fair market
value in the amount of € 406 million. The maximum exposure to any
single bank resulting from these assets amounted to € 92 million and
the average concentration was 3%.
In accordance with IFRS 7, the following table includes further
information about set-off possibilities of derivative financial assets
and liabilities. see Table 08 The majority of agreements between
financial institutions and adidas include a mutual right to set off.
However, these agreements do not meet the criteria for offsetting
in the statement of financial position, because the right to set off is
enforceable only in the event of counterparty defaults.
The carrying amounts of recognised derivative financial instruments,
which are subject to the mentioned agreements, are also presented
in the following table. see Table 08
Financial instruments which qualify for set-off in the
statement of financial position
Net amounts of financial liabilities presented in the
statement of financial position
Set-off possible due to master agreeements
96
57
(16)
(4)
Interest rate risks
Changes in global market interest rates affect future interest
payments for variable-interest liabilities. As the company does not
have material variable-interest liabilities, even a significant increase
in interest rates should have only slight adverse effects on the
company’s profitability, liquidity and financial position.
In 2016, the company did not use interest-rate derivatives to mitigate
interest rate risks.
To reduce interest rate risks and maintain financial flexibility, a core
tenet of our company’s financial strategy is to continue to use surplus
cash flow from operations to reduce gross borrowings. Beyond that,
we may consider adequate hedging strategies through interest rate
derivatives in order to mitigate interest rate risks. see Treasury, p. 101
In 2016, interest rates in Europe and North America remained at low
levels. Given the central banks’ current interest rate policies and
macroeconomic uncertainty, we do not expect any major interest
rate increases in Europe in 2017. Due to the positive macroeconomic
development in the USA, however, we believe an increase in US
interest rates is likely. At December 31, 2016, 77% of the company’s
financing was denominated in euros.
Financing and liquidity risks
Liquidity risks arise from not having the necessary resources
available to meet maturing liabilities with regard to timing,
volume and currency structure. In addition, the company faces
the risk of having to accept unfavourable financing terms due to
13 0
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Opportunities
09 FUTURE CASH OUTFLOWS € IN MILLIONS
Up to
1 year
Up to
2 years
Up to
3 years
Up to
4 years
Up to
5 years
More than
5 years
Total
As at December 31, 2016
Bank borrowings
379
379
Private placements 1
Eurobond 1
16
16
16
17
616
435
1,116
Convertible bond 2
Accounts payable
Other financial liabilities
2,496
2,496
90
16
Accrued liabilities 3
704
9
Derivative financial liabilities
110
3
0
0
0
0
113
3,795
44
16
17
616
435
4,924
Total
107
713
As at December 31, 2015
Bank borrowings
229
Private placements 1
142
Eurobond 1
229
142
16
16
Convertible bond
1
502
Accounts payable
2,024
Other financial liabilities
Accrued liabilities 3
Derivative financial liabilities
Total
16
16
16
1,053
1,133
503
2,024
58
18
76
596
596
60
0
0
0
0
0
60
3,126
536
16
16
16
1,053
4,763
1 Including interest payments.
2 We do not expect cash outflow but conversions into adidas AG shares.
3 Accrued interest excluded.
liquidity restraints. Our Treasury department uses an efficient cash
management system to manage liquidity risk. At December 31, 2016,
cash and cash equivalents together with marketable securities
amounted to € 1.515 billion (2015: € 1.370 billion). Moreover, our
company maintains € 2.403 billion (2015: € 2.134 billion) in bilateral
credit lines, which are designed to ensure sufficient liquidity at all
times. Of these, € 700 million consist of core committed lines. see
Treasury, p. 101
Future cash outflows arising from financial liabilities that are
recognised in the consolidated statement of financial position are
presented in the table above. see Table 09 This includes payments
to settle obligations from borrowings as well as cash outflows from
cash-settled derivatives with negative market values. Financial
liabilities that may be settled in advance without penalty are included
on the basis of the earliest date of potential repayment. Cash flows
for variable-interest liabilities are determined with reference to the
conditions at the balance sheet date.
We ended the year 2016 with net borrowings of € 103 million (2015:
€ 460 million). Thus, the ratio of net borrowings over EBITDA was
0.1 times at year-end, which is below the company’s mid-term target
corridor of below two times.
ILLUSTRATION OF OPPORTUNITIES
In this report, we focus on opportunities we deem to be relevant
for adidas in 2017. The assessment is shown in the opportunities
overview table. see Table 10
STRATEGIC AND OPERATIONAL OPPORTUNITIES
Organic growth opportunities
Controlled space: The sporting goods retail environment is changing
constantly. We therefore continue to adapt our distribution strategy to
the constantly changing sporting goods retail environment and have
made controlled space initiatives a strategic priority. see Corporate
Strategy, p. 48 This includes retail space management with key retail
partners, the further expansion of our e-commerce activities as well
as the introduction of new own-retail store formats. We also continue
to expand our direct-to-consumer activities in emerging markets
such as South East Asia, the Middle East and North Africa. Successful
results from these initiatives could enable us to accelerate top- and
bottom-line growth.
131
3
Group M anagement Report – F inancial Review
Risk and Opportunity Report – Illustration of Opportunities
10 CORPORATE OPPORTUNITIES OVERVIEW
Potential
impact
Change
(2015 rating)
Likelihood
Organic growth opportunities
High
 (Medium)
Possible
Opportunities related to organisational and process improvements
Medium
Possible
Very High
Possible
Change
(2015 rating)
Strategic and operational opportunities
Financial opportunities
Favourable financial market changes
Marketing activation/promotion partnerships: Well-executed
campaigns and marketing initiatives could increase brand desire
and consumer appeal, which may drive full-price sell-through
and result in higher-than-expected sales and profit. In addition,
outstanding competitive performance of promotion partners, e.g.
In addition to the above-mentioned opportunities, we have identified
various other strategic and operational opportunities which are
not considered to be relevant in 2017, however are considered to
have a potential mid- to long-term positive impact on our top- and
bottom-line performance. These opportunities include, amongst
individual athletes, club teams or national teams, may further
increase their popularity amongst consumers. As a result, adidas
may generate higher sales of signature footwear or licensed apparel
and accessories.
others:
Opportunities related to organisational and process
improvements
Process optimisation: Continued optimisation of key business
processes and strict cost control are vital to achieving high profitability
and return on invested capital. We are confident that there is still
significant opportunity to improve process efficiency and effectiveness
and further streamline cost structures throughout our company. For
example, more consistent, effective and efficient in-store execution
could lead to an increase in conversion see Glossary, p. 216 and full-price
sell-through. As a result, we may achieve higher-than-expected topand bottom-line growth.
FINANCIAL OPPORTUNITIES
Favourable financial market changes
Favourable exchange and interest rate developments can potentially
have a positive impact on the company’s financial results. Our
Treasury department closely monitors the financial markets to
identify and exploit opportunities. Translation effects from the
conversion of non-euro-denominated results into our company’s
functional currency, the euro, might positively impact our company’s
financial performance. see Treasury, p. 101
Partnerships: adidas is constantly evolving its partnership network
within sport and culture, such as with academic organisations and
companies from other industries in research and development. These
partnerships have generated multiple new growth avenues for adidas,
as we have acquired product or process know-how and gained access
to new distribution channels or markets. Partnerships, strategic
alliances and collaborations may enable us to pursue further growth
and efficiency opportunities.
Personnel opportunities: The recruitment of highly qualified talent as
well as the training and development of our employees, in particular
for our own-retail segment, may help us increase productivity,
efficiency and employee engagement and generate better-thanexpected top- and bottom-line results. In addition, the successful
development of talents across the company may increase employee
engagement and performance and thus contribute positively to sales
and profitability improvements.
Macroeconomic, sociopolitical and regulatory opportunities: Since
we are a consumer goods company, consumer confidence and
spending can impact our sales development. Therefore, better than
initially forecasted macroeconomic developments, which support
increased private consumption, can have a positive impact on our
sales and profitability. In addition, legislative and regulatory changes,
e.g. the elimination of trade barriers, can potentially open up new
channels of distribution or create cost savings and, as a result,
positively impact the company’s profitability.
1 32
3
Group M anagement Report – F inancial Review
Management Assessment of ­P erformance, Risks and ­O pportunities, and Outlook
MANAGEMENT ASSESSMENT
OF ­PERFORMANCE, RISKS AND
­OPPORTUNITIES, AND OUTLOOK
ASSESSMENT OF PERFORMANCE VERSUS TARGETS
We communicate our financial targets on an annual basis. We also
provide updates throughout the year as appropriate. In 2016, the
company delivered a strong operational and financial performance.
Sales development was favourably impacted by rising consumer
spending on sporting goods, supported by the ongoing robust
athleisure trend as well as increased health awareness and sports
participation in most geographical areas. see Economic and Sector
Development, p. 90 Major sporting events, such as the UEFA EURO 2016
or the Copa América, also provided a positive stimulus to sales. In
light of the accelerating brand momentum, driven by the successful
execution of the company’s strategic business plan ‘Creating the
New’, innovative and appealing product launches as well as inspiring
marketing campaigns, we increased our top- and bottom-line
guidance for the full year 2016 several times throughout the year,
compared to our initial expectations. see Table 01
In 2016, revenues increased 18% on a currency-neutral basis, driven
by strong growth at both the adidas and the Reebok brand. Currencyneutral sales grew at double-digit rates in nearly all market segments.
As a result, revenues increased significantly above our initial guidance
of 10% to 12% currency-neutral sales growth. Gross margin increased
0.3 percentage points to 48.6%, exceeding our initial forecast of 47.3%
to 47.8%. This development was due to the significantly larger-thanexpected positive effects from a better pricing, product and channel
mix as well as lower input costs, which more than offset the severe
headwinds from negative currency effects. The operating margin
increased 1.3 percentage points excluding goodwill impairment
losses in the prior year to 7.7%. This was above our initial guidance
of an at least stable operating margin of 6.5% excluding goodwill
impairment losses and a direct consequence of the gross margin
increase, the positive effects from lower operating expenses as a
percentage of sales as well as the non-recurring gain related to
the early termination of the Chelsea F.C. contract. As a result, net
income from continuing operations was up 41% excluding goodwill
impairment losses in the prior year to € 1.019 billion and therefore
well above our initial guidance of an improvement between 10% and
12% to around € 800 million. see Income Statement, p. 92
In 2016, we saw an improvement in operating working capital.
While we had initially expected average operating working capital
as a percentage of sales to be around the prior year level of 20.5%,
average operating working capital as a percentage of sales ended the
year 2016 at 20.2%, thus exceeding our initial expectations. Capital
expenditure (excluding acquisitions) amounted to € 651 million in
2016, below our initial guidance of around € 750 million, reflecting
fewer-than-expected net store openings throughout the year.
Investments were mainly focused on controlled space initiatives of
the adidas and Reebok brands, aimed at further strengthening our
own-retail activities, franchise store presence and shop-in-shop
presentations. Other areas of investments included logistics
infrastructure and IT systems as well as the further development
of our corporate headquarters in Herzogenaurach, Germany. see
Statement of Financial Position and Statement of Cash Flows, p. 96
Beyond our financial performance, we also actively monitor
non-financial KPIs. see Internal Management System, p. 86 In 2016, our
Net Promoter Score (NPS) saw a strong improvement relative to
our major competitor, reflecting the strong enhancement in the
desirability of our brands and products throughout the year. We are
confident that this positive trend will continue, as we project strong
improvements in our NPS relative to our major competitor in 2017
as well. Also from a market share perspective, we continue to be
very encouraged by our strong performance in key categories as
well as key markets, as defined in the company’s strategic business
plan ‘Creating the New’. In particular, Greater China, North America
and Western Europe were notable standouts, as we improved our
market share in these regions. In North America, we saw momentum
accelerate considerably in the year, following significant investments
in the region’s organisational set-up, highly engaging consumer
activation initiatives as well as innovative product launches. Our
diligence and discipline in sustainability matters continues to yield
strong recognition for our company. In 2016, adidas AG was again
represented in a variety of high-profile sustainability indices. For
the 17th consecutive time, adidas AG was selected to join the Dow
Jones Sustainability Indices (DJSI). In the sector ‘Textiles, Apparel &
Luxury Goods’, adidas AG was rated industry best in the criteria Brand
1 33
3
Group M anagement Report – F inancial Review
Management Assessment of ­P erformance, Risks and ­O pportunities, and Outlook
Management, Innovation Management, Risk & Crisis Management,
Environmental Policy & Management Systems, Operational
Eco-Efficiency, Corporate Citizenship & Philanthropy and Stakeholder
Engagement. Furthermore, in 2016, adidas was ranked fifth among
the Global 100 Most Sustainable Corporations in the World (Global
100 Index), making it to the Top Ten for the third consecutive year. see Sustainability, p. 78 Finally, while we maintained a strong level of
on-time in-full (OTIF) deliveries to our customers and own-retail
stores in 2016, the overall performance was slightly below the prior
year level, reflecting the strong increase in volumes throughout the
year. see Global Operations, p. 62
an official rating by any of the leading rating agencies. see Treasury,
p. 101 We remain confident that our earnings strength forms a
solid basis for our future business development and provides the
resources necessary to pursue the opportunities available to the
company. Compared to the prior year, our assessment of certain risks
has changed in terms of likelihood of occurrence and/or potential
financial impact. The partial changes in risk evaluation have no
substantial impact on the overall adidas risk profile, which we believe
has improved compared to the prior year.
ASSESSMENT OF FINANCIAL OUTLOOK
Our Risk Management team aggregates all risks and opportunities
reported by different business units and functions through the
quarterly risk and opportunity assessment process. In addition, the
In March 2015, adidas unveiled its 2020 strategic business plan named
Creating the New, which defines strategies and objectives for the
period up to 2020. The strategy aims at further accelerating growth
by significantly increasing brand desirability. This, in turn, is expected
to spur top- and bottom-line growth for the company in the years to
Executive Board discusses and assesses risks and opportunities on a
regular basis. see Risk and Opportunity Report, p. 118 Taking into account the
potential financial impact as well as the likelihood of materialising
of the risks explained within this report, and considering the strong
balance sheet as well as the current business outlook, we do not
foresee any material jeopardy to the viability of the company as a
going concern. This assessment is also supported by the historical
response to our financing demands. adidas therefore has not sought
come. With 2016 marking the first full year of ‘Creating the New’,
our success in 2016 is the direct result of our strategic business plan
introduced in 2015 and proof positive that our brands and products, as
a result of the Brand Leadership approach, are resonating extremely
well with the consumer. see adidas Brand Strategy, p. 55 Therefore, going
forward we will focus on further executing the strategy, while at the
same time fine-tuning it wherever needed and whenever necessary.
This will ensure we continue our momentum in 2017 and beyond,
ASSESSMENT OF OVERALL RISKS AND OPPORTUNITIES
01 COMPANY TARGETS VERSUS ACTUAL KEY METRICS
2015
Results 1
2016
Targets 1
2016
Results
2017
Outlook
2017
Outlook (in case of
planned divestitures) 2
10%
to increase at a rate
between 10% and 12%
18%
to increase at a rate
between 11% and 13%
to increase at a rate
between 12% and 14% 3
Gross margin
48.3%
47.3% to 47.8%
48.6%
to increase up to 0.5pp
to a level of up to 49.1%
to increase up to 0.3pp to a
level of up to 49.5%
Other operating expenses (in % of net
sales)
43.1%
below prior year level
42.8%
below prior year level
below prior year level
Operating profit (€ in millions)
1,094 4
n.a.
1,491
to increase at a rate
between 18% and 20%
to increase at a rate
between 13% and 15% 5
Operating margin
6.5% 4
remain at least stable
versus prior year level
7.7%
to increase between 0.6pp and
0.8pp to a level
between 8.3% and 8.5%
to increase between 0.2pp
and 0.4pp to a level
between 8.6% and 8.8%
Net income from continuing operations
(€ in millions)
720 4
to increase at a rate
between 10% and 12%
to around € 800 million
1,019
to increase at a rate
between 18% and 20% to a level
between € 1.200 billion
and € 1.225 billion
to increase at a rate between
13% and 15% to a level
between € 1.200 billion
and € 1.225 billion
Basic earnings per share from
continuing operations (in €)
3.54 4
n.a.
5.08
to increase at a rate between
18% and 20%
to increase at a rate between
13% and 15% 6
20.5%
around prior year level
20.2%
modest increase
modest increase
513
around 750
651
around € 1.1 billion
around € 1.1 billion
Sales (year-over-year change,
currency-neutral)
Average operating working capital (in
% of net sales)
Capital expenditure 7 (€ in millions)
1 As published on March 3, 2016. The outlook was updated several times over the course of the year.
2 In case of the planned divestiture of the TaylorMade business with the brands TaylorMade, Adams Golf and Ashworth as well as the CCM Hockey business; 2016 and 2017 adjusted.
3 Based on adjusted 2016 net sales of € 18,483 million.
4 Excluding goodwill impairment of € 34 million.
5 Based on adjusted operating profit of € 1,552 million.
6 Based on adjusted basic earnings per share from continuing operations of € 5.30.
7 Excluding acquisitions and finance leases.
13 4
3
Group M anagement Report – F inancial Review
Management Assessment of ­P erformance, Risks and ­O pportunities, and Outlook
resulting in strong top- and bottom-line improvements until 2020.
We project currency-neutral revenues to increase at a rate of 10% to
12% on average per year until 2020 compared to the 2015 results. By
outperforming the sporting goods industry, our brands will increase
market share over the period. This, in combination with the expected
gross margin improvement and our ability to generate operating
leverage, will significantly increase our profitability. As a result, net
income is expected to grow at a higher rate than the top line and is
projected to expand by 20% to 22% on average per year during the
five-year period. see Corporate Strategy, p. 48
For 2017, we also project strong revenue and profitability
improvements which will be the result of our extensive pipeline of
new and innovative products, increased brand-building activities,
the tight control of inventory levels and stringent cost management.
Our earnings position is expected to benefit from an expansion in
gross margin as well as the positive effect of lower other operating
expenses as a percentage of sales. see Subsequent Events and Outlook, p. 115
We believe that our outlook for 2017 is realistic within the scope of
the current trading and economic environment.
Assuming no significant deterioration in the global economy, we are
confident that we will significantly grow our top and bottom line in
2017. However, ongoing uncertainties regarding the economic outlook
and consumer sentiment in both developed and emerging economies
as well as persisting high levels of currency volatility represent risks
to the achievement of our stated financial goals and aspirations. see
Economic and Sector Development, p. 90 No other material event between the
end of 2016 and the publication of this report has altered our view.
135
CO
N
FIN SOLI
D
AN ATE
D
CIA
L
ST
AT
EM
EN
TS
— C ONSOLIDATED STATEMENT OF
FINANCIAL POSITION
— C ONSOLIDATED INCOME STATEMENT
— C ONSOLIDATED STATEMENT OF
138
140
COMPREHENSIVE INCOME
1 41
CHANGES IN EQUITY
142
Notes to the Consolidated Income Statement
Additional Information
188
194
— C ONSOLIDATED STATEMENT OF
— C ONSOLIDATED STATEMENT OF CASH FLOWS 143
N
OTES144
—
Notes to the Consolidated Statement of Financial Position
159
— S TATEMENT OF MOVEMENTS OF
INTANGIBLE AND TANGIBLE ASSETS
202
— S HAREHOLDINGS204
— R ESPONSIBILITY STATEMENT208
209
— A UDITOR’S REPORT
137
4
Consolidated F inancial Statements
Consolidated Statement of Financial Position
CONSOLIDATED STATEMENT OF FINANCIAL
POSITION
ADIDAS AG CONSOLIDATED STATEMENT OF FINANCIAL POSITION (IFRS) € IN MILLIONS
Note
Dec. 31, 2016
Dec. 31, 2015
Change in %
Cash and cash equivalents
5
1,510
1,365
10.6
Short-term financial assets
6
5
5
2.5
Accounts receivable
7
2,200
2,049
7.4
Other current financial assets
8
729
367
98.7
20.9
Assets
Inventories
9
3,763
3,113
Income tax receivables
35
98
97
1.1
Other current assets
10
580
489
18.5
Assets classified as held for sale
11
Total current assets
–
12
(100.0)
8,886
7,497
18.5
Property, plant and equipment
12
1,915
1,638
16.9
Goodwill
13
1,412
1,392
1.4
Trademarks
14
1,680
1,628
3.2
Other intangible assets
14
167
188
(11.5)
Long-term financial assets
15
194
140
38.3
Other non-current financial assets
16
96
99
(2.6)
Deferred tax assets
35
732
637
14.9
Other non-current assets
17
94
124
(23.9)
6,290
5,846
7.6
15,176
13,343
13.7
Total non-current assets
Total assets
The accompanying notes are an integral part of these consolidated financial statements.
138
4
Consolidated F inancial Statements
Consolidated Statement of Financial Position
ADIDAS AG CONSOLIDATED STATEMENT OF FINANCIAL POSITION (IFRS) € IN MILLIONS
Note
Dec. 31, 2016
Dec. 31, 2015
Change in %
Liabilities and equity
Short-term borrowings
18
Accounts payable
636
366
73.7
2,496
2,024
23.3
Other current financial liabilities
19
201
143
40.7
Income taxes
35
402
359
12.1
Other current provisions
20
573
456
25.6
Current accrued liabilities
21
2,023
1,684
20.1
Other current liabilities
22
434
331
31.1
Liabilities classified as held for sale
11
–
0
(100.0)
6,765
5,364
26.1
Total current liabilities
Long-term borrowings
18
982
1,463
(32.9)
Other non-current financial liabilities
23
22
18
23.6
Pensions and similar obligations
24
355
273
30.4
Deferred tax liabilities
35
387
368
5.2
Other non-current provisions
20
44
50
(11.1)
Non-current accrued liabilities
21
120
120
(0.2)
Other non-current liabilities
25
46
40
14.2
1,957
2,332
(16.1)
Share capital
201
200
0.6
Reserves
749
592
26.5
Total non-current liabilities
Retained earnings
5,521
4,874
13.3
Shareholders’ equity
26
6,472
5,666
14.2
Non-controlling interests
28
(17)
(18)
4.0
6,455
5,648
14.3
15,176
13,343
13.7
Total equity
Total liabilities and equity
The accompanying notes are an integral part of these consolidated financial statements.
139
4
Consolidated F inancial Statements
Consolidated Income Statement
CONSOLIDATED INCOME
STATEMENT
ADIDAS AG CONSOLIDATED INCOME STATEMENT (IFRS) € IN MILLIONS
Net sales
Note
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Change
37
14.0%
19,291
16,915
Cost of sales
9,912
8,748
13.3%
Gross profit
9,379
8,168
14.8%
48.6%
48.3%
0.3pp
109
119
(8.0%)
175.2%
(% of net sales)
Royalty and commission income
Other operating income
Other operating expenses
31
266
96
12, 14, 32
8,263
7,289
13.4%
42.8%
43.1%
(0.3pp)
(% of net sales)
-
34
(100.0%)
Operating profit
Goodwill impairment losses
13
1,491
1,059
40.7%
(% of net sales)
7.7%
6.3%
1.5pp
28
46
(40.1%)
Financial income
34
Financial expenses
34
Income before taxes
(% of net sales)
Income taxes
35
(% of income before taxes)
Net income from continuing operations
(% of net sales)
Gains/(losses) from discontinued operations, net of tax
3
Net income
(% of net sales)
Net income attributable to shareholders
(% of net sales)
Net income attributable to non-controlling interests
74
67
11.3%
1,444
1,039
39.0%
7.5%
6.1%
1.3pp
426
353
20.6%
29.5%
34.0%
(4.5pp)
1,019
686
48.5%
5.3%
4.1%
1.2pp
1
(46)
n.a.
1,020
640
59.3%
5.3%
3.8%
1.5pp
1,017
634
60.5%
5.3%
3.7%
1.5pp
2
6
(61.9%)
Basic earnings per share from continuing operations (in €)
36
5.08
3.37
50.5%
Diluted earnings per share from continuing operations (in €)
36
4.99
3.37
47.9%
Basic earnings per share from continuing and discontinued operations (in €)
36
5.08
3.15
61.5%
Diluted earnings per share from continuing and discontinued operations (in €)
36
4.99
3.15
58.7%
The accompanying notes are an integral part of these consolidated financial statements.
14 0
4
Consolidated F inancial Statements
Consolidated Statement of Comprehensive Income
CONSOLIDATED STATEMENT OF
COMPREHENSIVE INCOME
ADIDAS AG CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME (IFRS) € IN MILLIONS
Note
Net income after taxes
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
1,020
640
(60)
8
(60)
8
87
(118)
Items of other comprehensive income that will not be reclassified subsequently to profit or loss
Remeasurements of defined benefit plans (IAS 19), net of tax 1
24
Subtotal of items of other comprehensive income that are or will not be reclassified subsequently
to profit or loss
Items of other comprehensive income that are or will be reclassified to profit or loss when specific
conditions are met
Net gain/(loss) on cash flow hedges, net of tax
30
Reclassification of foreign currency differences on loss of significant influence
(0)
5
Currency translation differences
71
129
158
16
97
24
Total comprehensive income
1,117
664
Attributable to shareholders of adidas AG
1,115
659
2
5
Subtotal of items of other comprehensive income that will be reclassified to profit or loss when
specific conditions are met
Other comprehensive income
Attributable to non-controlling interests
1 Includes actuarial gains or losses relating to defined benefit obligations, return on plan assets (excluding interest income) and the asset ceiling effect.
The accompanying notes are an integral part of these consolidated financial statements.
1 41
4
Consolidated F inancial Statements
Consolidated Statement of Changes in Equity
CONSOLIDATED STATEMENT OF
CHANGES IN EQUITY
ADIDAS AG CONSOLIDATED STATEMENT OF CHANGES IN EQUITY (IFRS) € IN MILLIONS
Note
Balance at December 31, 2014
Share
capital
Capital
reserve
Cumulative
currency
translation
differences
Hedging
reserve
Other
reserves 1
Retained
earnings
Shareholders’
equity
Noncontrolling
interests
Total equity
204
777
(257)
176
(117)
4,839
5,624
(7)
5,618
134
(117)
8
25
(1)
24
634
6
640
5
Net income recognised directly in equity
Net income
634
Total comprehensive income
134
Repurchase of treasury shares
26
Dividend payment
26
Transactions with non-controlling
interests
26
Balance at December 31, 2015
(117)
8
(4)
634
659
(297)
(301)
(303)
(303)
(13)
(10)
(24)
4,874
5,666
(18)
5,648
97
0
97
1,017
1,017
2
1,020
1,017
1,115
2
1,117
(13)
200
777
(123)
59
(122)
71
87
(60)
Net income recognised directly in equity
Net income
Total comprehensive income
71
Re-issuance of treasury shares due to
the conversion of convertible bonds
26
3
Repurchase of treasury shares
26
(2)
87
(60)
60
240
240
(229)
(229)
26
(320)
(320)
27
1
1
5,521
6,472
838
(52)
146
(182)
1 Reserves for remeasurements of defined benefit plans (IAS 19), option plans and acquisition of shares from non-controlling interest shareholders.
The accompanying notes are an integral part of these consolidated financial statements.
1 42
(309)
178
Dividend payment
201
(6)
(228)
Equity-settled share-based payment
Balance at December 31, 2016
664
(301)
(2)
(322)
(17)
6,455
1
4
Consolidated F inancial Statements
Consolidated Statement of Cash Flows
CONSOLIDATED STATEMENT OF
CASH FLOWS
ADIDAS AG CONSOLIDATED STATEMENT OF CASH FLOWS (IFRS) € IN MILLIONS
Note
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
1,444
1,039
12, 13, 14, 32, 34
397
393
31
(2)
(1)
Operating activities:
Income before taxes
Adjustments for:
Depreciation, amortisation and impairment losses
Reversals of impairment losses
Unrealised foreign exchange (gains)/losses, net
Interest income
34
Interest expense
34
(Gains)/losses on sale of property, plant and equipment and intangible assets, net
Other non-cash income
31, 32
Operating profit before working capital changes
(7)
36
(21)
(20)
70
65
(21)
15
(0)
(1)
1,859
1,527
Increase in receivables and other assets
(411)
(183)
Increase in inventories
(621)
(639)
Increase in accounts payable and other liabilities
1,006
823
Cash generated from operations before interest and taxes
1,834
1,527
Interest paid
Income taxes paid
Net cash generated from operating activities – continuing operations
Net cash (used in)/generated from operating activities – discontinued operations
Net cash generated from operating activities
(46)
(55)
(439)
(386)
1,348
1,086
(1)
3
1,348
1,090
(65)
(49)
Investing activities:
Purchase of trademarks and other intangible assets
Proceeds from sale of trademarks and other intangible assets
Purchase of property, plant and equipment
Proceeds from sale of property, plant and equipment
0
0
(586)
(464)
5
6
Proceeds from sale of assets held for sale
11
14
– Proceeds from sale of a disposal group
11
29
– 4
– (214)
– 164
Acquisition of subsidiaries and other business units net of cash acquired
Proceeds from disposal of discontinued operations net of cash disposed
Purchase of short-term financial assets
Purchase of investments and other long-term assets
Interest received
Net cash used in investing activities – continuing operations
Net cash used in investing activities – discontinued operations
Net cash used in investing activities
(0)
(0)
(33)
(48)
21
20
(614)
(584)
– (6)
(614)
(591)
– (10)
Financing activities:
Repayments of long-term borrowings
Repayments of finance lease obligations
(3)
(2)
26
(320)
(303)
(2)
(6)
Acquisition of non-controlling interests
28
(24)
–
Repurchase of treasury shares
26
(218)
(301)
150
35
18
(138)
(103)
(553)
(691)
Effect of exchange rates on cash
(35)
(126)
Increase/(decrease) of cash and cash equivalents
145
(318)
Dividend paid to shareholders of adidas AG
Dividend paid to non-controlling interest shareholders
Proceeds from short-term borrowings
Repayments of short-term borrowings
Net cash used in financing activities
Cash and cash equivalents at beginning of year
5
1,365
1,683
Cash and cash equivalents at end of period
5
1,510
1,365
The accompanying notes are an integral part of these consolidated financial statements.
1 43
4
Consolidated F inancial Statements
Notes
NOTES
adidas AG is a listed German stock corporation and parent of the adidas Group located at Adi-Dassler-Str. 1, 91074 Herzogenaurach,
Germany, and is entered into the commercial register at the Local Court of Fürth (HRB 3868). adidas AG and its subsidiaries (collectively
‘adidas’, ‘the Group’ or ‘the company’) design, develop, produce and market a broad range of athletic and sports lifestyle products. As at
December 31, 2016, the operating activities of adidas are divided into 13 operating segments: Western Europe, North America, Greater
China, Russia/CIS, Latin America, Japan, Middle East, South Korea, Southeast Asia/Pacific, TaylorMade-adidas Golf, CCM Hockey, Runtastic
and Other centrally managed businesses. Due to the divestiture of the Rockport operating segment on July 31, 2015, income and expenses
of the Rockport operating segment were reported as discontinued operations as at December 31, 2015. see Note 03
Each market comprises all wholesale, retail and e-commerce business activities relating to the distribution and sale of products of the
adidas and Reebok brands to retail customers and end consumers. adidas and Reebok branded products include footwear, apparel and
hardware, such as bags and balls.
The operating segment TaylorMade-adidas Golf includes the four brands TaylorMade, adidas Golf, Adams Golf and Ashworth. TaylorMade
designs, develops and distributes primarily golf clubs, balls and accessories. adidas Golf branded products include footwear, apparel and
accessories. Adams Golf designs and distributes mainly golf clubs as well as a small range of accessories. Ashworth designs and distributes
men’s and women’s golf-inspired apparel and footwear.
CCM Hockey designs, produces and distributes ice hockey equipment such as sticks, skates and protection gear. In addition, CCM Hockey
designs, produces and distributes apparel mainly under the brand name CCM.
Runtastic operates in the digital health and fitness space. The company provides a comprehensive ecosystem for tracking and managing
health and fitness data.
The operating segment Other centrally managed businesses primarily includes the business activities of the labels Y-3 and Porsche Design
Sport by adidas as well as the business activities of the brand Five Ten in the outdoor action sports sector. Furthermore, the segment also
comprises the own-retail activities of the adidas neo label as well as International Clearance Management.
01 — GENERAL
The consolidated financial statements of adidas AG as at December 31, 2016 comprise adidas AG and its subsidiaries and are prepared in
compliance with International Financial Reporting Standards (IFRS), as to be applied in the European Union (EU) as at December 31, 2016,
and the additional requirements pursuant to § 315a section 1 German Commercial Code (Handelsgesetzbuch – HGB).
The following new standards and interpretations and amendments to existing standards and interpretations are effective for financial years
beginning on January 1, 2016 and have been applied for the first time to the consolidated financial statements:
—— IFRS 10, IFRS 12 and IAS 28 Amendment – Investment Entities: Applying the Consolidation Exception (EU effective date: January 1, 2016):
This amendment addresses issues that arose in the context of applying the consolidation exception for investment entities. This amendment
had no impact on the consolidated financial statements of adidas AG.
—— IFRS 11 Amendment – Accounting for Acquisitions of Interests in Joint Operations (EU effective date: January 1, 2016): This amendment
provides guidance for the accounting of the acquisition of an interest in a joint operation that is a business. This amendment had no impact
on the consolidated financial statements of adidas AG.
—— IAS 1 Amendment – Disclosure Initiative (EU effective date: January 1, 2016): This amendment clarifies guidance for disclosures regarding
materiality, aggregation and disaggregation of line items of the consolidated statement of financial position and of the consolidated
income statement, the presentation of subtotals, the structure of the financial statements, and the disclosure of accounting policies. This
amendment had no material impact on the consolidated financial statements of adidas AG.
—— IAS 16 and IAS 38 Amendment – Clarification of Acceptable Methods of Depreciation and Amortisation (EU effective date: January 1, 2016):
This amendment clarifies when a depreciation method or amortisation method based on revenue may be appropriate. This amendment
had no impact on the consolidated financial statements of adidas AG.
—— IAS 16 and IAS 41 Amendment – Agriculture: Bearer Plants (EU effective date: January 1, 2016): This amendment distinguishes bearer
plants from other biological assets, classifying and accounting for such plants as plant, property and equipment. This amendment had no
impact on the consolidated financial statements of adidas AG.
14 4
4
Consolidated F inancial Statements
Notes
—— IAS 19 Amendment – Defined Benefit Plans: Employee Contributions (EU effective date: February 1, 2015): This amendment clarifies
——
——
——
guidance relating to the method for attributing contributions from employees or third parties that are linked to service periods to the
related periods of service. In addition, a practical expedient is introduced for contributions that are independent from the number of years
of service. This amendment had no material impact on the consolidated financial statements of adidas AG.
IAS 27 Amendment – Equity Method in Separate Financial Statements (EU effective date: January 1, 2016): This amendment reinstates
the option to account for investments in subsidiaries, joint ventures and associates according to the equity method in an entity’s separate
financial statements. This amendment had no impact on the consolidated financial statements of adidas AG.
Improvements to IFRSs (2010-2012) (EU effective date: February 1, 2015): These improvements make clarifications to several standards
along with changes to disclosure requirements. The improvements required additional disclosures in the consolidated financial statements
of adidas AG.
Improvements to IFRSs (2012-2014) (EU effective date: January 1, 2016): The improvements make clarifications to several standards and
interpretations. These improvements had no material impact on the consolidated financial statements of adidas AG.
New standards and interpretations as well as amendments to existing standards and interpretations are usually not applied by adidas before
the EU effective date.
New standards and interpretations and amendments to existing standards and interpretations issued by the International Accounting
Standards Board (IASB) and endorsed by the EU which will be effective for financial years beginning after January 1, 2016, and which have
not been applied in preparing these consolidated financial statements are:
—— IFRS 9 Financial Instruments (EU effective date: January 1, 2018): The new standard prescribes rules for the accounting of financial
instruments, replacing the current guidelines in IAS 39 Financial Instruments: Recognition and Measurement. In particular, IFRS 9
prescribes new classification methods for financial assets, which are likely to have an effect on the classification and subsequent
presentation of the company’s financial assets. The new standard also introduces the ‘expected loss model’ for financial assets, which
will require company-wide policy adjustments to the allowance for doubtful accounts relating to accounts receivable. According to the
current status of the analysis, adidas expects to use the practical expedient to account for the allowance for doubtful accounts using lifetime
expected credit losses. adidas also plans to make use of provision matrices in order to calculate lifetime expected credit losses of accounts
receivable. This relates to historic information about default rates which, at the respective balance sheet date, are adjusted for current
information and forecasts. Although the policy for allowances for doubtful accounts will change, due to the short-term nature of accounts
receivable and the company’s current approach to the allowance for doubtful accounts, a material quantitative impact on the consolidated
financial statements is therefore not expected. According to the new standard, an entity can choose to either account for hedge instruments
according to IFRS 9 or continue accounting for hedge instruments according to IAS 39. If accounted for according to IFRS 9, the timing
of the effectiveness date for hedge instruments would change. The ability to use this accounting policy choice depends on the abilities of
technical systems and is still being evaluated by adidas. IFRS 9 will not have a significant effect on the company’s accounting for financial
liabilities or on the derecognition of financial assets as the new guidelines are – to a large extent – adopted from IAS 39. The actual effects
that IFRS 9 will have on the 2018 consolidated financial statements depends to a large extent on both the financial instruments which
adidas holds and on the economic conditions at that point in time. Further analysis of the expected impact on the consolidated financial
statements of adidas AG is ongoing.
—— IFRS 15 Revenue from Contracts with Customers including Amendments to IFRS 15: Effective Date of IFRS 15 (EU effective date:
January 1, 2018): This new standard replaces the current guidance on recognising revenue in accordance with IFRS, in particular IAS 18
Revenue, IAS 11 Construction contracts and IFRIC 13 Customer Loyalty Programmes and provides a holistic framework for all aspects of
revenue recognition. IFRS 15 creates a centralised, single five-step model for recognising revenue arising from contracts with customers.
adidas offers its Wholesale customers various customer incentives such as volume rebates, cooperative advertising allowances and
slotting fees. These might create additional performance obligations under IFRS 15 and require the inclusion of elements of variable
consideration in the transaction price. Under the current approach, customer incentives which are contractually agreed upon in the
trade term agreements are accounted for as sales discounts and are accrued over the financial year. Customer incentives which are not
contractually agreed upon in the trade term agreements are accounted for as expenditure for marketing investments. Under IFRS 15, the
amount and timing of revenue recognition with regard to customer incentives might be affected. Variable consideration will be included
in the transaction price and the evaluation of variable consideration will require judgement in many cases. Revenue might be recognised
before all contingencies are resolved, i.e. earlier than under current practice.
145
4
Consolidated F inancial Statements
Notes
In accordance with IAS 18, adidas accrues revenue related to estimated returns based on past experience by means of a return provision
which is recorded in the statement of financial position with a corresponding debit entry in the income statement in form of a reduction
of gross sales. The current adidas policy requires that the provision is calculated on a net basis in the amount of the standard margin
(i.e. the difference between gross sales and cost of sales) for the products sold which are expected to be returned. IFRS 15 requires a
gross correction of expected returns by correcting gross sales and cost of sales in the full amounts. In addition, an asset for the right
to recover products from customers upon settling the refund liability has to be recognised. The new approach is expected to result in
a reduction in revenues and a decrease in the equity ratio due to the higher provision amount, in particular for the first set of adjusted
financial statements where IFRS 15 is applied. Revenue for contracts where no reliable estimate of the amount of returns can be made
is recognised before the return period ends in accordance with IFRS 15, i.e earlier than under the current practice.
No significant changes are expected with regard to revenue from own-retail transactions and from the licensing-out of trademarks
compared to the current practice in accordance with IAS 18.
In addition, the new standard is expected to significantly increase the extent of disclosures relating to revenue, thus necessitating
modifications to reporting methods and IT systems in order to collect necessary information. Additionally, methods for estimating
amounts whose inclusion will not result in a significant reversal of revenue when uncertainty has been resolved need to be developed
and implemented. adidas has not yet decided which of the available transition methods and practical expedients will be applied. Further
analysis of the expected impact on the consolidated financial statements of adidas AG is in progress.
The following new standards and interpretations as well as amendments to existing standards and interpretations were issued by the IASB.
These are not yet effective in the EU and hence have not been applied in preparing these consolidated financial statements:
—— IFRS 2 Amendment – Classification and Measurement of Share-Based Payment Transactions (IASB effective date: January 1, 2018): The
——
——
——
——
amendment clarifies the accounting treatment for cash-settled share-based payment transactions that include a performance condition and
the classification of share-based payment transactions with net settlement features. adidas does not have any cash-settled share-based
payment transactions. This amendment is not expected to have any material impact on the consolidated financial statements of adidas AG.
IFRS 4 Amendment – Applying IFRS 9 Financial Instruments with IFRS 4 Insurance Contracts (IASB effective date: January 1, 2018):
The amendment addresses the temporary accounting consequences of the different effective dates of IFRS 9 Financial Instruments and
IFRS 4 Insurance Contracts. adidas does not have any insurance contracts accounted for under IFRS 4. Therefore, the amendment is not
expected to have any impact on the consolidated financial statements of adidas AG.
IFRS 10 and IAS 28 Amendment – Sale or Contribution of Assets between an Investor and its Associate or Joint Venture (IASB effective
date: indefinitely postponed): The amendment addresses an inconsistency between IFRS 10 and IAS 28 regarding the sale or contribution
of assets between an investor and its associate or joint venture. This amendment is not expected to have any material impact on the
consolidated financial statements of adidas AG.
IFRS 15 Amendment – Clarifications to IFRS 15 (IASB effective date: January 1, 2018): The amendment provides some transition relief
for modified and completed contracts and adds guidance for identifying performance obligations, principal vs. agent considerations, and
licensing. If the amendment is endorsed in the EU, the company expects to use the transition relief available for the transition method
chosen by the company. The transition relief would reduce the workload necessary to analyse contracts with customers.
IFRS 16 Leases (IASB effective date: January 1, 2019): The new standard replaces the guidance in IAS 17 Leases and the respective
interpretations IFRIC 4 Determining Whether an Arrangement Contains a Lease, SIC-15 Operating Leases – Incentives and SIC-27
Evaluating the Substance of Transactions Involving the Legal Form of a Lease. IFRS 16 eliminates the required classification of leases
into operating and finance leases in accordance with IAS 17, replacing it with a single accounting model requiring lessees to recognise
a right-of-use asset and a corresponding lease liability for leases with a lease term of more than twelve months. The new standard is
expected to have a significant impact on the company’s consolidated statement of financial position and the consolidated income statement,
in particular upon initial application. adidas has a significant number of operating leases worldwide – mainly pertaining to more than
2,800 rented own-retail stores and rented warehouses. see Note 29 Under IFRS 16, these have to be accounted for as right-of-use assets
with corresponding lease liabilities in the consolidated statement of financial position. In addition, the nature of the expenses relating to
lease obligations is going to change: depreciation expenses for the right-of-use assets and interest expenses for the lease obligations
are to be reported in the consolidated income statement instead of rent expenses, which under IAS 17 were expensed to the consolidated
income statement on a straight-line basis over the lease term. adidas expects changes to key performance indicators (KPIs), in particular:
an extension of the statement of financial position, a decrease in the equity ratio as well as an increase in EBITDA, EBIT, cash used in
financing activities and cash generated from operating activities. The company does not expect any significant effects on its finance
lease arrangements. According to the current status of the analysis, adidas expects to choose the modified retrospective method with
optional practical expedients as the transition method. Further analysis of the expected impact on the company’s consolidated financial
statements is still in progress.
14 6
4
Consolidated F inancial Statements
Notes
—— IAS 7 Amendment – Disclosure Initiative (IASB effective date: January 1, 2017): This amendment introduces a new disclosure relating
——
——
——
——
——
to changes in liabilities arising from financing activities. The amendment is not expected to have any material impact on the consolidated
financial statements of adidas AG.
IAS 12 Amendment – Recognition of Deferred Tax Assets for Unrealised Losses (IASB effective date: January 1, 2017): This amendment
clarifies existing guidance for recognising deferred tax assets. The amendment is not expected to have any material impact on the
company’s consolidated financial statements.
IAS 40 Amendment – Transfers of Investment Property (IASB effective date: January 1, 2018): This amendment clarifies guidance for
transfers of property to – or from – investment property. adidas does not have investment property and therefore this amendment will
not have an effect on the company’s financial statements.
IFRIC 22 – Foreign Currency Transactions and Advance Consideration (IASB effective date: January 1, 2018): This new interpretation
clarifies the accounting for transactions that include the receipt or payment of advance consideration in a foreign currency. The
interpretation states that the transaction date, for the purpose of determining the exchange rate for a non-monetary prepayment asset
or deferred income liability, is the date of the initial recognition of the non-monetary prepayment asset or deferred income liability.
adidas already translates non-monetary items, such as prepayments, at the exchange rate as of the initial recognition date. Therefore,
this interpretation is not expected to have an effect on the consolidated financial statements of adidas AG.
Improvements to IFRSs (2014–2016) – Amendments to IFRS 1 and IAS 28 (IASB effective date: January 1, 2018): These improvements
include amendments to IFRS 1 and IAS 28. The amendments to IFRS 1 eliminated the short-term transition exemptions and the
amendments to IAS 28 made a clarification about the choice for qualifying entities (such as venture capital organisations) to apply either
the equity method or fair value through profit and loss to the measurement of associates or joint ventures at initial recognition. These
improvements are not expected to have a material effect on the consolidated financial statements of adidas AG.
Improvements to IFRSs (2014–2016) – Amendments to IFRS 12 (IASB effective date: January 1, 2017): These improvements include
amendments to IFRS 12 which clarify the scope of the standard with regard to disclosure requirements. The improvement clarifies that
the scope of the standard applies to an entity’s interests regardless of whether they are classified as held for sale, held for distribution
or discontinued operations in accordance with IFRS 5. This amendment is not expected to have a material impact on the consolidated
financial statements of adidas AG.
The consolidated financial statements have in principle been prepared on the historical cost basis with the exception of certain items in the
statement of financial position such as: financial instruments valued at fair value through profit or loss, available-for-sale financial assets,
derivative financial instruments, plan assets and receivables, which are measured at fair value.
The consolidated financial statements are presented in euros (€) and, unless otherwise stated, all values are presented in millions of euros
(€ in millions). Due to rounding principles, numbers presented may not exactly sum up to totals provided.
1 47
4
Consolidated F inancial Statements
Notes
02 — SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The consolidated financial statements are prepared in accordance with the consolidation, accounting and valuation principles described below.
Principles of consolidation
The consolidated financial statements include the financial statements of adidas AG and all its direct and indirect subsidiaries, which are
prepared in accordance with uniform accounting principles. An entity is considered a subsidiary if it is controlled by adidas AG. Control exists
when adidas is exposed to, or has rights to, variable returns from its involvement with the investee and has the ability to affect those returns
through its power over the investee.
The number of consolidated subsidiaries developed as follows for the years ending December 31, 2016 and December 31, 2015, respectively:
NUMBER OF CONSOLIDATED SUBSIDIARIES
January 1
First-time consolidated subsidiaries
2016
2015
145
154
2
2
Thereof: newly founded
2
–
Thereof: purchased
–
2
Deconsolidated/divested subsidiaries
(3)
(11)
Intercompany mergers
(1)
–
143
145
December 31
The subsidiaries are held either directly by adidas AG or indirectly via the two holding companies adidas Beteiligungsgesellschaft mbH in
Germany or adidas International B.V. in the Netherlands.
A schedule of the shareholdings of adidas AG is shown in Attachment II to the consolidated financial statements. see Shareholdings of adidas AG,
Herzogenaurach, p. 204 This schedule comprises information about the name, domicile, currency and equity of all consolidated subsidiaries as
well as the respective share held in the capital of these subsidiaries. Furthermore, the schedule of the shareholdings of adidas AG will be
published on the electronic platform of the German Federal Gazette.
Within the scope of the first-time consolidation, all acquired assets and liabilities are recognised in the statement of financial position
at fair value at the acquisition date. A debit difference between the acquisition cost and the proportionate fair value of assets, liabilities and
contingent liabilities is shown as goodwill. A credit difference is recorded in the income statement.
Acquisitions of additional investments in subsidiaries which are already controlled are recorded as equity transactions. Therefore, neither
fair value adjustments of assets and liabilities nor gains or losses are recognised. Any difference between the cost for such an additional
investment and the carrying amount of the net assets at the acquisition date is recorded directly in shareholders’ equity.
The financial effects of intercompany transactions as well as any unrealised gains and losses arising from intercompany business relations
are eliminated in preparing the consolidated financial statements.
14 8
4
Consolidated F inancial Statements
Notes
Principles of measurement
The following table includes an overview of selected subsequent measurement principles used in the preparation of the consolidated financial
statements.
OVERVIEW OF SELECTED SUBSEQUENT MEASUREMENT PRINCIPLES
Item
Subsequent measurement principle
Assets
Cash and cash equivalents
Nominal amount
Short-term financial assets
At fair value through profit or loss
Accounts receivable
Amortised cost
Inventories
Lower of cost and net realisable value
Assets classified as held for sale
Lower of carrying amount and fair value less costs to sell
Property, plant and equipment
Amortised cost
Goodwill
Impairment-only approach
Intangible assets (except goodwill):
With definite useful life
Amortised cost
With indefinite useful life
Impairment-only approach
Other financial assets (categories according to IAS 39):
At fair value through profit or loss
At fair value through profit or loss
Held to maturity
Amortised cost
Loans and receivables
Amortised cost
Available-for-sale
At fair value in other comprehensive income or at amortised cost
Liabilities
Borrowings
Amortised cost
Accounts payable
Amortised cost
Other financial liabilities
Amortised cost
Provisions:
Pensions
Projected unit credit method
Other provisions
Expected settlement amount
Accrued liabilities
Amortised cost
Currency translation
Transactions in foreign currencies are initially recorded in the respective functional currency by applying the spot exchange rate valid at the
transaction date to the foreign currency amount.
In the individual financial statements of subsidiaries, monetary items denominated in non-functional currencies of the subsidiaries are
generally translated into the functional currency at closing exchange rates at the balance sheet date. The resulting currency gains and losses
are recorded directly in the income statement.
Assets and liabilities of the company’s non-euro functional currency subsidiaries are translated into the presentation currency, the euro,
which is also the functional currency of adidas AG, using closing exchange rates at the balance sheet date. For practical reasons, revenues
and expenses are translated at average rates for the period which approximate the exchange rates on the transaction dates. All cumulative
differences from the translation of equity of foreign subsidiaries resulting from changes in exchange rates are included in a separate item
within shareholders’ equity without affecting the income statement.
1 49
4
Consolidated F inancial Statements
Notes
A summary of exchange rates to the euro for major currencies in which the Group operates is as follows:
EXCHANGE RATES
€ 1 equals
Average rates for the year ending Dec. 31,
2016
2015
Spot rates at Dec. 31,
2016
2015
USD
1.1069
1.1101
1.0541
1.0887
GBP
0.8188
0.7259
0.8562
0.7340
131.0700
JPY
120.4031
134.4180
123.4000
CNY
7.3515
6.9721
7.3123
7.0696
RUB
74.2778
67.6825
63.9384
79.3474
Discontinued operations
A component of the company’s business is classified as a discontinued operation if the operations and cash flows of the component can be
clearly distinguished, operationally and for financial reporting purposes, from the rest of the company and if the component either has been
disposed of or is classified as held for sale, and:
—— represents a separate major line of business or geographic area of operations,
—— is part of a single coordinated plan to dispose of a separate major line of business or geographic area of operations or
—— is a subsidiary acquired exclusively with a view to resale.
When an operation is classified as a discontinued operation, the comparative consolidated income statement and consolidated statement of
cash flows are restated and presented as if the operation had been discontinued from the start of the comparative year.
Derivative financial instruments
adidas uses derivative financial instruments, such as currency options, forward exchange contracts, commodity futures as well as interest
rate swaps and cross-currency interest rate swaps, to hedge its exposure to foreign exchange, commodity price and interest rate risks.
In accordance with its Treasury Policy, adidas does not enter into transactions with derivative financial instruments for trading purposes.
Derivative financial instruments are initially recognised in the statement of financial position at fair value, and subsequently also measured
at their fair value. The method of recognising the resulting gains or losses is dependent on the nature of the hedge. On the date a derivative
contract is entered into, adidas designates derivatives as either a hedge of a forecasted transaction (cash flow hedge) or a hedge of a net
investment in a foreign operation.
Changes in the fair value of derivatives that are designated and qualify as cash flow hedges, and that are effective, as defined in IAS 39
‘Financial instruments: recognition and measurement’, are recognised in equity. When the effectiveness is not 100%, the ineffective portion
of the change in the fair value is recognised in the income statement. Accumulated gains and losses in equity are transferred to the income
statement in the same periods during which the hedged forecasted transaction affects the income statement.
Certain derivative transactions, while providing effective economic hedges under the company’s risk management policies, may not qualify
for hedge accounting under the specific rules of IAS 39. Changes in the fair value of any derivative instruments that do not meet these rules
are recognised immediately in the income statement.
Hedges of net investments in foreign entities are accounted for in a similar way to cash flow hedges. If the hedging instrument is a derivative (e.g. a forward exchange contract) or a foreign currency borrowing, effective currency gains and losses in the derivative and all gains and
losses arising on the translation of the borrowing, respectively, are recognised in equity.
adidas documents the relationship between hedging instruments and hedge objects at transaction inception, as well as the risk management
objectives and strategies for undertaking various hedge transactions. This process includes linking all derivatives designated as hedges to
specific firm commitments and forecasted transactions. adidas also documents its assessment of whether the derivatives that are used
in hedging transactions are highly effective by using different methods of effectiveness testing, such as the ‘dollar offset method’ or the
‘hypothetical derivative method’.
The fair values of currency options, forward exchange contracts and commodity futures are determined on the basis of market conditions
on the reporting dates. The fair value of a currency option is determined using generally accepted models to calculate option prices. The fair
value of an option is influenced not only by the remaining term of the option but also by additional factors, such as the actual foreign exchange
rate and the volatility of the underlying foreign currency base. Fair values are determined taking into consideration the counterparty risk.
adidas has exercised the option to calculate the amounts on counterparty level according to IFRS 13 ‘Fair Value Measurement’, paragraph 48.
15 0
4
Consolidated F inancial Statements
Notes
Cash and cash equivalents
Cash and cash equivalents represent cash at banks, cash on hand and short-term deposits with maturities of three months or less from the
date of acquisition.
Cash equivalents are short-term, highly liquid investments that are readily convertible to known amounts of cash and which are subject
to an insignificant risk of changes in value.
Receivables and other financial assets
Receivables and other financial assets are recognised at fair value, which corresponds to the nominal value for current receivables and
other financial assets. For non-current receivables and other financial assets, the fair value is estimated as the present value of future
cash flows discounted at the market rate of interest at the balance sheet date. Subsequently, these are measured at amortised cost using
the ‘effective interest method’. Required allowances, if necessary, are determined on the basis of individual risk assessments, and on the
ageing structure of receivables past due.
Inventories
Merchandise and finished goods are valued at the lower of cost or net realisable value, which is the estimated selling price in the ordinary
course of business less the estimated costs of completion and the estimated costs necessary to make the sale. Costs are determined
using a standard valuation method: the ‘average cost method’. Costs of finished goods include cost of raw materials, direct labour and the
components of the manufacturing overheads which can be reasonably attributed to finished goods. The allocation of overheads is based on
the planned average utilisation. The net realisable value allowances are computed consistently throughout the company based on the age
and expected future sales of the items on hand.
Assets/liabilities and disposal groups classified as held for sale
Assets/liabilities and disposal groups classified as held for sale are primarily non-current assets and liabilities expected to be recovered
principally through sale rather than through continuing use. These are measured at the lower of their carrying amount and fair value less
costs to sell. Assets classified as held for sale are not depreciated on a straight-line basis.
Property, plant and equipment
Property, plant and equipment are measured at amortised cost. This comprises any costs directly attributable to bringing the asset to
the condition necessary for it to be capable of operating in the manner intended by Management less any accumulated depreciation and
accumulated impairment losses. Depreciation is recognised for those assets, with the exception of land and construction in progress, over
the estimated useful life utilising the ‘straight-line method’ and taking into account any potential residual value, except where the ‘decliningbalance method’ is more appropriate in light of the actual utilisation pattern. Parts of an item of property, plant and equipment with a cost
that is significant in relation to the total cost of the item are depreciated separately.
Land leases are measured at the lower of the fair value or the present value of minimum lease payments and are depreciated on a straightline basis over the contractually agreed lease term.
Estimated useful lives are as follows:
ESTIMATED USEFUL LIVES OF PROPERTY, PLANT AND EQUIPMENT
Years
Land
indefinite
Land leases
50 – 99
20 – 50 1
Buildings and leasehold improvements
Furniture and fixtures
3 – 5
2 – 10 1
Technical equipment and machinery as well as other equipment
1 Or, if shorter, the lease term/useful life (see Note 29).
Expenditures for repairs and maintenance are expensed as incurred. Renewals and improvements are capitalised and depreciated separately,
if the recognition criteria are met.
1 51
4
Consolidated F inancial Statements
Notes
Impairment losses
If facts and circumstances indicate that non-current assets (e.g. property, plant and equipment and intangible assets including goodwill)
might be impaired, the recoverable amount is determined. It is measured at the higher of its fair value less costs of disposal and value in
use. Non-financial items measured at the recoverable amount primarily relate to impaired property, plant and equipment being measured
based on value in use or on fair value taking unobservable inputs (e.g. profit or cash flow planning) into account. The fair value is measured
at Level 3 according to IFRS 13 ‘Fair Value Measurement’.
An impairment loss is recognised in other operating expenses or reported in goodwill impairment losses if the carrying amount exceeds
the recoverable amount.
The impairment test for goodwill is performed based on groups of cash-generating units which represent the lowest level within the company
at which goodwill is monitored for internal management purposes. If there is an impairment loss for a group of cash-generating units, first
the carrying amount of any goodwill allocated to the group of cash-generating units is reduced. Subsequently, provided that the recoverable
amount is lower than the carrying amount, the other non-current assets of the group of cash-generating units are reduced pro rata on the
basis of the carrying amount of each asset in the group of cash-generating units.
Irrespective of whether there is an impairment indication, intangible assets with an indefinite useful life (in particular trademarks) and
goodwill acquired in business combinations are tested annually for impairment.
An impairment loss recognised in goodwill is not reversible. With respect to all other impaired assets, an impairment loss recognised
in prior periods is reversed affecting the income statement if there has been a change in the estimates used to determine the recoverable
amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would
have been determined (net of depreciation or amortisation) if no impairment loss had been recognised.
Impairment losses for financial assets are recognised when, as a result of one or more events that occurred after the initial recognition
of the financial asset, there is objective evidence that a financial asset is impaired. The amount of the impairment loss is measured as the
difference between the asset’s carrying amount and the present value of estimated future cash flows discounted at the financial asset’s original
effective interest rate, or as the difference between amortised cost and the fair value considering previous impairment losses.
Leases
Under finance lease arrangements, the substantial risks and rewards associated with an asset are transferred to the lessee. At the beginning
of the lease arrangement, the respective asset and a corresponding liability are recognised at the fair value of the asset or, if lower, the
net present value of the minimum lease payments. For subsequent measurement, minimum lease payments are apportioned between the
finance expense and the reduction of the outstanding liability. The finance expense is allocated to each period during the lease term so as
to produce a constant periodic interest rate on the remaining balance of the liability. In addition, depreciation and any impairment losses for
the associated assets are recognised. Depreciation is performed over the lease term or, if shorter, over the useful life of the asset.
Under operating lease agreements, rent expenses are recognised on a straight-line basis over the term of the lease.
Goodwill
Goodwill is an asset representing the future economic benefits arising from assets acquired in a business combination that are not individually
identified and separately recognised. This results when the purchase cost exceeds the fair value of acquired identifiable assets, liabilities
and contingent liabilities. Goodwill arising from the acquisition of a foreign entity and any fair value adjustments to the carrying amounts of
assets, liabilities and contingent liabilities of that foreign entity are treated as assets, liabilities and contingent liabilities of the respective
reporting entity, and are translated at exchange rates prevailing at the date of the initial consolidation. Goodwill is carried in the functional
currency of the acquired foreign entity.
Acquired goodwill is valued at cost and is tested for impairment on an annual basis and additionally when there are indications of potential
impairment.
152
4
Consolidated F inancial Statements
Notes
Intangible assets (except goodwill)
Intangible assets are valued at amortised cost. Amortisation is calculated on a straight-line basis taking into account any potential residual
value.
Expenditures during the development phase of internally generated intangible assets are capitalised as incurred if they qualify for recognition under IAS 38 ‘Intangible Assets’.
Estimated useful lives are as follows:
ESTIMATED USEFUL LIVES OF INTANGIBLE ASSETS
Years
Trademarks
indefinite
Software
5 – 7
Patents, trademarks and licences
5 – 15
Websites
2
Research and development
Research costs are expensed in full as incurred. Development costs are also expensed as incurred if they do not meet the recognition criteria
of IAS 38 ‘Intangible Assets’.
Financial assets
All purchases and sales of financial assets are recognised on the trade date. Costs of purchases include transaction costs. Available-for-sale
financial assets include non-derivative financial assets which are not allocable under another category of IAS 39. If their respective fair value
can be measured reliably, they are subsequently carried at fair value. If this is not the case, these are measured at cost. Realised and unrealised
gains and losses arising from changes in the fair value of financial assets are included in the income statement for the period in which they
arise, except for available-for-sale financial assets where unrealised gains and losses are recognised in equity unless they are impaired.
Borrowings and other liabilities
Borrowings (e.g. Eurobonds) and other liabilities are recognised at fair value using the ‘effective interest method’, net of transaction costs
incurred. In subsequent periods, long-term borrowings are stated at amortised cost using the ‘effective interest method’. Any difference
between proceeds (net of transaction costs) and the redemption value is recognised in the income statement over the term of the borrowing.
Compound financial instruments (e.g. convertible bonds) are divided into a liability component shown under borrowings and into an equity
component resulting from conversion rights. The equity component is included in the capital reserve. The fair value of the liability component
is determined by discounting the interest and principal payments of a comparable liability without conversion rights, applying risk-adjusted
interest rates. The liability component is subsequently measured at amortised cost using the ‘effective interest method’. The equity component
is determined as the difference between the fair value of the total compound financial instrument and the fair value of the liability component
and is reported within equity. There is no subsequent measurement of the equity component. At initial recognition, directly attributable transaction costs are assigned to the equity and liability component pro rata on the basis of the respective carrying amounts.
Other provisions and accrued liabilities
Other provisions are recognised where a present obligation (legal or constructive) to third parties has been incurred as a result of a past
event which can be estimated reliably and is likely to lead to an outflow of resources, and where the timing or amount is uncertain. Other
non-current provisions are discounted if the effect of discounting is material.
Accrued liabilities are liabilities to pay for goods or services that have been received or supplied but have not been paid, invoiced or formally
agreed with the supplier, including amounts due to employees. Here, however, the timing and amount of an outflow of resources is not uncertain.
1 53
4
Consolidated F inancial Statements
Notes
Pensions and similar obligations Provisions and expenses for pensions and similar obligations relate to the company’s obligations for defined benefit and defined contribution
plans. The obligations under defined benefit plans are determined separately for each plan by valuing the employee benefits accrued in
return for their service during the current and prior periods. These benefit accruals are discounted to calculate their present value, and the
fair value of any plan assets is deducted in order to determine the net liability. The discount rate is set on the basis of yields of high-quality
corporate bonds at the balance sheet date provided there is a deep market for high-quality corporate bonds in a given currency. Otherwise,
government bond yields are used as a reference. Calculations are performed by qualified actuaries using the ‘projected unit credit method’
in accordance with IAS 19 ‘Employee Benefits’. Obligations for contributions to defined contribution plans are recognised as an expense in
the income statement as incurred.
Contingent liabilities
Contingent liabilities are possible obligations that arise from past events and whose existence will be confirmed only by the occurrence of
one or more uncertain future events not wholly within the control of adidas. Additionally, contingent liabilities may be present obligations
that arise from past events but which are not recognised because it is not probable that an outflow of resources will be required to settle
the obligation or the amount of the obligation cannot be measured with sufficient reliability. Contingent liabilities are not recognised in the
consolidated statement of financial position but are disclosed and explained in the Notes. see Note 39
Treasury shares
When treasury shares recognised as equity are repurchased, the amount of the consideration paid, which includes directly attributable costs,
net of any tax effects, is recognised as a deduction from equity. The nominal value of € 1 per treasury share is debited to share capital. Any
premium or discount to the nominal value is shown as an adjustment to the retained earnings. If treasury shares are sold or re-issued, the
nominal value of the shares will be credited to share capital and the amount exceeding the nominal value will be added to retained earnings.
Revenue
Revenue in terms of income derived from the sale of goods is recognised when the significant risks and rewards of ownership of the
goods are transferred to the buyer and when adidas does not retain any continuing managerial involvement with the goods. The timing of
the transfer of significant risks and rewards depends on the individual terms of the sales agreement (terms of delivery). In addition, revenue
from the sale of goods is only recognised when the amount of revenue as well as associated costs can be measured reliably and when it is
probable that the economic benefits associated with the transaction will flow to the company.
Revenue is measured at the fair value of the consideration received or receivable, net of returns, early payment discounts and rebates.
Under certain conditions and in accordance with contractual agreements, customers of adidas have the right to return products and to
either exchange them for similar or other products or to return the products against the issuance of a credit note. Revenue related to estimated
returns is accrued based on past experience by means of a provision for returns, allowances and warranty. see Note 20
Provided that the customers meet certain pre-defined conditions, adidas grants its customers different types of globally aligned
­performance-based rebates. Examples are sales growth and loyalty as well as sell-out support, e.g. through retail space management/
franchise stores. When it is assumed that the customer fulfils the requirements for being granted the rebate, this amount is accrued by
means of an accrued liability for marketing and sales. see Note 21
In addition, adidas generates revenue from the licensing-out of the right to use the adidas, Reebok and TaylorMade brands as well as various
other trademarks to third parties. The related royalty and commission income is recognised based on the contract terms on an accrual basis.
Advertising and promotional expenditures
Production costs for media campaigns are included in prepaid expenses (other current and non-current assets) until the services are received,
and upon receipt expensed in full. Significant costs for media campaigns are expensed over their intended duration.
Promotional expenses including one-time up-front payments for promotion contracts are principally expensed on a straight-line basis
over the term of the agreement.
15 4
4
Consolidated F inancial Statements
Notes
Interest
Interest is recognised as income or expense as incurred using the ‘effective interest method’ with the exception of interest that is directly
attributable to the acquisition, construction or production of a qualifying asset. This interest is capitalised as part of the cost of the qualifying
asset.
Government grants
adidas receives government grants related to income in the form of subsidies, subventions or premiums from local, national or international
government authorities such as those of the Federal Republic of Germany, the European Union and the Free State of Bavaria.
Government grants related to income are recognised if there is reasonable assurance that the grants will be received and that adidas will
comply with the conditions attached.
Grants related to income are reported in the consolidated income statement as a deduction from the related expenses.
Income taxes
Current income taxes are computed in accordance with the applicable taxation rules established in the countries in which adidas operates.
adidas computes deferred taxes for all temporary differences between the carrying amount and the tax base of its assets and liabilities
and tax loss carry-forwards. As it is not permitted to recognise a deferred tax liability for the initial recognition of goodwill, adidas does not
compute any deferred taxes thereon.
Deferred tax assets arising from deductible temporary differences and tax loss carry-forwards which exceed taxable temporary differences
are only recognised to the extent that it is probable that the entity concerned will generate sufficient taxable income to realise the associated
benefit.
Income tax is recognised in the income statement except to the extent that it relates to items recognised directly in equity, in which case
it is recognised in equity.
Share-based payment
The cost of equity-settled share-based payment transactions with employees is determined by the fair value at the grant date using an
appropriate valuation model. see Note 27 That cost is recognised in personnel expenses, together with a corresponding increase in equity
(retained earnings), over the period in which the service and, where applicable, the performance conditions are fulfilled (the vesting period).
The cumulative expense recognised for equity-settled transactions at each reporting date until the vesting date reflects the extent to which
the vesting period has expired and the company’s best estimate of the number of equity instruments that will ultimately vest.
Service and non-market performance conditions are not taken into account when determining the fair value of awards at the grant date,
but the likelihood of the conditions being met is assessed as part of the company’s best estimate of the number of equity instruments that
will ultimately vest. If the estimate would be changed, even a credit in the income statement for the period can be possible as it reflects the
movement in cumulative expenses from the beginning to the end of that period.
No expense is recognised for awards that do not ultimately vest because non-market performance and/or service conditions have not
been met.
Equity-settled share-based payment transactions with parties other than employees are generally measured at the fair value of the goods
or services received, except where the fair value cannot be estimated reliably, in which case they are measured at the fair value of the equity
instruments granted, measured at the date the entity obtains the goods or the counterparty renders the service.
Estimation uncertainties and judgements
The preparation of financial statements in conformity with IFRS requires the use of assumptions and estimates that affect reported amounts
and related disclosures. Although such estimates are based on Management’s best knowledge of current events and actions, actual results
may ultimately differ from these estimates.
The key assumptions concerning the future and other key sources of estimation uncertainty at the balance sheet date which have a
significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are outlined
in the respective Notes, in particular goodwill see Note 13, trademarks see Note 14, other provisions see Note 20, pensions see Note 24, derivatives see Note 30, deferred taxes see Note 35 as well as litigation and other legal risks see Note 39.
Judgements have also been used in classifying leasing arrangements as well as in determining valuation methods for intangible assets.
155
4
Consolidated F inancial Statements
Notes
03 — DISCONTINUED OPERATIONS
In July 2015, adidas completed the sale of the Rockport operating segment for a preliminary cash consideration of US $ 181 million plus
fixed and contingent promissory notes. The net result of discontinued operations presented in the consolidated income statement mainly
contains the fair value adjustment of the contingent consideration.
The fair value of the contingent consideration was estimated by applying the discounted cash flow method. As at December 31, 2016, the
fair value increased by US $ 2 million since December 31, 2015.
The results of the former Rockport operating segment are shown as discontinued operations in the consolidated income statement:
DISCONTINUED OPERATIONS
€ in millions
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Net sales
–
159
Expenses
–
(173)
(Loss) from operating activities
–
(14)
Income taxes
–
0
(Loss) from operating activities, net of tax
–
(13)
Gain/(loss) from the sale of discontinued operations
1
(40)
Income taxes
–
7
Gain/(loss) from the sale of discontinued operations, net of tax
1
(32)
Gain/(loss) from discontinued operations, net of tax
1
(46)
Basic earnings per share from discontinued operations (€)
0.01
(0.23)
Diluted earnings per share from discontinued operations (€)
0.01
(0.23)
The gain from discontinued operations in an amount of € 1 million (2015: loss of € 46 million) was entirely attributable to the shareholders
of adidas AG.
04 — ACQUISITION/DISPOSAL OF SUBSIDIARIES AS WELL AS ASSETS AND LIABILITIES
As of June 30, 2016 (closing date), the company formally completed the divestiture of the Mitchell & Ness business. The purchase price
amounts to US $ 75 million in total. According to the purchase agreement, the first half of the total purchase price was received in cash and
for the other half a note was issued by the buyer. All contractually agreed closing assets were transferred by adidas at the closing date. This
is followed by a transition service period which is expected to end no later than June 30, 2017.
adidas only has limited power to govern the core processes of the Mitchell & Ness business during the transition service period. Hence,
adidas lost control over the Mitchell & Ness business at the closing date and has accounted for the sale. Consequently, all remaining assets
and liabilities of the Mitchell & Ness business which are legally not yet transferred are not consolidated anymore and the subsidiary Refuel
Limited is divested. A resulting gain from this transaction in an amount of € 39 million was accounted for as other operating income. Contrary
to the initial plan at the time of sale, Refuel Limited was already sold again in 2016. see Notes 31 and 38
Effective August 5, 2015, adidas International B.V. completed the acquisition of runtastic GmbH (‘Runtastic’) and consequently owns 100%
of the voting rights. Founded in 2009 and headquartered in Pasching near Linz/Austria, Runtastic is a health and fitness apps and related
hardware company. Runtastic provides a comprehensive ecosystem for tracking and managing health and fitness data. With this acquisition,
adidas intends to further expand its market position within the digital health and fitness space. Runtastic was acquired for a purchase price
of € 213 million in cash plus earn-out components which are measured based on the discounted cash flow method. The earn-out components are dependent on retention of the Runtastic management as well as on the achievement of certain performance measures over the first
three years after the acquisition. At the acquisition date, the amount recognised as earn-out components was equivalent to the fair value. Any
changes in the fair value at December 31, 2016 relate to discounting effects.
156
4
Consolidated F inancial Statements
Notes
At the acquisition date, the acquisition had the following effect on the Group’s assets and liabilities, based on a purchase price allocation:
NET ASSETS OF RUNTASTIC GMBH AT THE ACQUISITION DATE
€ in millions
Pre-acquisition
carrying amounts
Fair value adjustments
Recognised values
on acquisition
Cash and cash equivalents
7
– 7
Accounts receivable
2
– 2
Inventories
0
– 0
Other current assets
1
– 1
Property, plant and equipment
1
– 1
Trademarks
0
31
31
Other intangible assets
0
21
21
Deferred tax assets
1
– 1
(1)
– (1)
Accounts payable
Income taxes
(1)
– (1)
Other current provisions
(1)
– (1)
Current accrued liabilities
(3)
– (3)
Other current liabilities
(2)
– (2)
Deferred tax liabilities
– (13)
(13)
Net assets
3
39
42
Goodwill arising on acquisition
192
Purchase price in consideration of contingent payments
235
Less: contingent payments in subsequent years
(21)
Purchase price settled in cash
213
Less: cash and cash equivalents acquired
(7)
Net cash outflow on acquisition
207
The fair value of intangible assets was measured by means of an independent valuation.
The following valuation methods for the acquired assets were applied:
—— Trademarks: The ‘relief-from-royalty method’ was applied for the trademarks/brand names. The fair value was determined by discounting
notional royalty savings after tax and adding a tax amortisation benefit, resulting from the amortisation of the acquired asset.
—— Other intangible assets: For the valuation of customer relationships, the ‘multi-period-excess-earnings method’ was used. The respective
future excess cash flows were identified and adjusted in order to eliminate all elements not associated with these assets. Future cash
flows were measured on the basis of the expected net sales by deducting variable and sales-related imputed costs for the use of contributory assets. Subsequently, the outcome was discounted using the appropriate discount rate and adding a tax amortisation benefit. For
the valuation of technology (internally generated software), the ‘depreciated-replacement-cost method’ was used. The replacement costs
were determined by applying an index to the asset’s historical cost. The replacement costs were then adjusted for the loss in value caused
by depreciation.
The excess of the acquisition cost paid versus the net of the amounts of the fair values assigned to all assets acquired and liabilities assumed,
taking into consideration the respective deferred taxes, was recognised as goodwill. It mainly arose from expected synergies. Any acquired
asset that did not meet the identification and recognition criteria for an asset was included in the amount recognised as goodwill.
The goodwill arising on this acquisition was allocated to the groups of cash-generating units of the regional markets which are responsible for the joint distribution of adidas and Reebok based on the expected operating/contribution margin synergy potential. The goodwill is
not deductible for tax purposes and is denominated in euro as the local functional currency.
The acquired subsidiary generated net sales in an amount of € 8 million as well as losses in an amount of € 0 million for the period from
August 5 to December 31, 2015. If this acquisition had occurred on January 1, 2015, total adidas net sales would have been € 16.9 billion and
net income attributable to shareholders would have been € 636 million for the year ending December 31, 2015.
157
4
Consolidated F inancial Statements
Notes
Effective January 2, 2015, Reebok International Limited completed the acquisition of Refuel (Brand Distribution) Limited (‘Refuel’) and
consequently owns 100% of the voting rights. Based in London (UK), Refuel mainly markets and distributes apparel of Mitchell & Ness.
With this acquisition, adidas took over all distribution rights of Mitchell & Ness outside of North America. The entire business of Refuel was
acquired for a purchase price of GBP 11 million in cash.
The acquisition had the following effect on the Group’s assets and liabilities, based on a purchase price allocation:
NET ASSETS OF REFUEL (BRAND DISTRIBUTION) LIMITED AT THE ACQUISITION DATE
€ in millions
Pre-acquisition
carrying amounts
Fair value adjustments
Recognised values
on acquisition
Cash and cash equivalents
6
– 6
Accounts receivable
2
– 2
Inventories
1
0
2
Property, plant and equipment
0
– 0
– 7
7
(1)
– (1)
Other intangible assets
Accounts payable
Income taxes
(0)
– (0)
Deferred tax liabilities
(0)
(1)
(1)
8
6
14
Net assets
Goodwill arising on acquisition
– Purchase price settled in cash
14
Less: cash and cash equivalents acquired
(6)
Net cash outflow on acquisition
7
The following valuation methods for the acquired assets were applied:
—— Inventories: The ‘pro rata basis valuation’ was applied for estimating the fair value of acquired inventories. Realised margins were added
——
to the carrying amount of acquired inventories. Subsequently, the costs for completion for selling, advertising and general administration
as well as a reasonable profit allowance were deducted.
Other intangible assets: For the valuation of customer relationships, the ‘multi-period-excess-earnings method’ was used. The respective
future excess cash flows were identified and adjusted in order to eliminate all elements not associated with these assets. Future cash flows
were measured on the basis of the expected net sales by deducting variable and sales-related imputed costs for the use of contributory
assets. Subsequently, the outcome was discounted using the appropriate discount rate and adding a tax amortisation benefit.
The acquired subsidiary generated net sales in an amount of € 11 million as well as profits in an amount of € 0 million for the period from
January 2 to December 31, 2015.
158
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
NOTES TO THE CONSOLIDATED STATEMENT OF FINANCIAL POSITION
05 — CASH AND CASH EQUIVALENTS
Cash and cash equivalents consist of cash at banks, cash on hand and short-term deposits. Short-term deposits are only shown as cash
and cash equivalents if they are readily convertible to a known amount of cash and are subject to an insignificant risk of changes in value.
06 — SHORT-TERM FINANCIAL ASSETS
Short-term financial assets are classified ‘at fair value through profit or loss’. Changes in the fair value are recognised in the income statement
as they occur.
The majority of short-term financial assets are time deposits.
07 — ACCOUNTS RECEIVABLE
Accounts receivable consist mainly of the currencies US dollar, euro, Chinese renminbi as well as Japanese yen and are as follows:
ACCOUNTS RECEIVABLE
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Accounts receivable, gross
2,377
2,198
Less: accumulated allowances for doubtful accounts
(177)
(149)
2,200
2,049
€ in millions
2016
2015
Allowances at January 1
149
139
Accounts receivable, net
MOVEMENT IN ALLOWANCES FOR DOUBTFUL ACCOUNTS
Additions
76
49
Reversals
(41)
(33)
(8)
(6)
Write-offs charged against the allowance accounts
Currency translation differences
0
0
Other changes
0
(1)
177
149
Past due
91 – 180 days
Past due
> 180 days
Allowances at December 31
ACCOUNTS RECEIVABLE PAST DUE BUT NOT IMPAIRED
€ in millions
Past due
1 – 30 days
Past due
31 – 60 days
Past due
61 – 90 days
Dec. 31, 2016
164
63
11
5
6
Dec. 31, 2015
189
70
9
5
3
With respect to accounts receivable as at the balance sheet date past due but not impaired, based on credit history and current credit ratings,
there are no indications that customers will not be able to meet their obligations.
Further, no indications of default are recognisable for accounts receivable that are neither past due nor impaired.
For further information about credit risks see Risk and Opportunity Report, p. 118
159
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
08 — OTHER CURRENT FINANCIAL ASSETS
Other current financial assets consist of the following:
OTHER CURRENT FINANCIAL ASSETS
€ in millions
Dec. 31, 2016
Currency options
Forward exchange contracts
Dec. 31, 2015
20
5
348
202
67
Security deposits
81
Financial assets related to the early termination of promotion contracts
77
–
Promissory notes
15
–
Sundry
187
93
Other current financial assets
729
367
The line item ‘Sundry’ mainly relates to credit cards and similar receivables. For further information about the early termination of promotion
contracts see Note 31
For further information about currency options and forward exchange contracts see Note 30
09 — INVENTORIES
Inventories by major classification are as follows:
INVENTORIES
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Gross
value
Allowance for
obsolescence
Net
value
Gross
value
Allowance for
obsolescence
Net
value
Merchandise and finished goods on hand
2,748
(170)
2,578
2,269
(126)
2,143
Goods in transit
1,151
–
1,151
936
–
936
35
(2)
34
35
(2)
33
1
–
1
1
–
1
3,935
(172)
3,763
3,241
(128)
3,113
Raw materials
Work in progress
Inventories
Goods in transit mainly relate to shipments of finished goods and merchandise from suppliers in Asia to subsidiaries in Europe, Asia, North
America and Latin America.
10 — OTHER CURRENT ASSETS
Other current assets consist of the following:
OTHER CURRENT ASSETS
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Prepaid expenses
311
218
Tax receivables other than income taxes
180
174
Sundry
Other current assets, gross
Less: accumulated allowances
Other current assets, net
Prepaid expenses relate mainly to promotion and service contracts as well as rents.
160
97
106
588
497
(8)
(8)
580
489
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
11 — ASSETS/LIABILITIES AND DISPOSAL GROUPS CLASSIFIED AS HELD FOR SALE
The sale of land of adidas AG was completed in January 2016 due to the fulfilment of outstanding conditions arising from a signed contract of
sale. Consequently, assets classified as held for sale at December 31, 2015 amounting to € 11 million are derecognised from the consolidated
statement of financial position.
12 — PROPERTY, PLANT AND EQUIPMENT
Property, plant and equipment consist of the following:
PROPERTY, PLANT AND EQUIPMENT
€ in millions
Land, land leases, buildings and leasehold improvements
Technical equipment and machinery
Other equipment as well as furniture and fixtures
Less: accumulated depreciation and impairment losses
Construction in progress, net
Property, plant and equipment, net
Dec. 31, 2016
Dec. 31, 2015
1,395
1,319
325
300
1,710
1,502
3,430
3,121
(1,733)
(1,583)
1,697
1,538
218
100
1,915
1,638
Depreciation expenses were € 303 million and € 279 million for the years ending December 31, 2016 and 2015, respectively. see Note 32
As a general principle, it is regularly assessed whether there are any indications that furniture and fixtures might be impaired. Irrespective
of the existence of such indications, furniture and fixtures in own-retail stores are tested annually for impairment whereby the recoverable
amount is calculated using the discounted cash flow method as part of determining the profitability of the respective own-retail stores.
Impairment losses amounted to € 10 million and € 19 million for the years ending December 31, 2016 and 2015, respectively. see Note 32
These are related to other equipment, furniture and fixtures as well as buildings and leasehold improvements, mainly in the company’s
own-retail activities, for which contrary to expectations there will be an insufficient flow of future economic benefits. In 2016, reversals of
impairment losses were recorded in an amount of € 2 million (2015: € 1 million).
The increase in the line item ‘Construction in progress, net’ mainly relates to investments in the company’s headquarters in Herzogenaurach and to the expansion of the warehouse in Rieste, Germany.
Additionally, borrowing costs in an amount of € 1 million (2015: € 0 million) related to the construction of qualifying assets at adidas AG
were capitalised using a capitalisation rate of 1.3 % (2015: 1.3 %).
For details see Attachment I to the consolidated financial statements. see Statement of Movements of Intangible and Tangible Assets, p. 202
161
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
13 — GOODWILL
Goodwill primarily relates to the acquisitions of the Reebok, TaylorMade and Runtastic businesses as well as acquisitions of subsidiaries,
primarily in the USA, Australia/New Zealand, the Netherlands, Denmark and Italy.
GOODWILL
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Goodwill, gross
1,908
1,879
Less: accumulated impairment losses
(496)
(487)
1,412
1,392
Goodwill, net
The majority of goodwill, which primarily relates to the acquisition of the Reebok business in 2006, is denominated in US dollars. A currency
translation effect of positive € 20 million and positive € 65 million was recorded for the years ending December 31, 2016 and 2015, respectively.
adidas determines whether goodwill impairment is necessary at least on an annual basis. The impairment test for goodwill is performed
based on groups of cash-generating units which represent the lowest level within the company at which goodwill is monitored for internal
management purposes. This requires an estimation of the recoverable amount of the groups of cash-generating units to which the goodwill is
allocated. The recoverable amount of a group of cash-generating units is determined on the basis of value in use. Estimating the value in use
requires adidas to make an estimate of the expected future cash flows from the groups of cash-generating units and also to choose a suitable
discount rate in order to calculate the present value of those cash flows.
This calculation uses cash flow projections based on the financial planning covering a four-year period in total. The planning is based on
long-term expectations of the company and reflects in total for the groups of cash-generating units an average annual mid-single- to low-doubledigit sales increase with varying forecasted growth prospects for the different groups of cash-generating units. Furthermore, adidas expects
the operating margin to expand, primarily driven by an improvement in the gross margin as well as lower operating expenses as a percentage
of sales. The planning for capital expenditure and working capital is primarily based on past experience. The planning for future tax payments
is based on current statutory corporate tax rates of the individual groups of cash-generating units. Cash flows beyond this four-year period
are extrapolated using steady growth rates of 1.7% (2015: 1.7%). According to the company’s expectations, these growth rates do not exceed
the long-term average growth rate of the business sector in which each group of cash-generating units operates.
Discount rates are based on a weighted average cost of capital calculation considering a five-year average market-weighted debt/equity
structure and financing costs referencing major competitors for each group of cash-generating units. The discount rates used are after-tax
rates and reflect the specific equity and country risk of the relevant group of cash-generating units.
The groups of cash-generating units are defined as the regional markets which are responsible for the joint distribution of the adidas
and Reebok brands as well as the other operating segments TaylorMade-adidas Golf, CCM Hockey and Runtastic. The regional markets are:
Western Europe, North America, Greater China, Russia/CIS, Latin America, Japan, Middle East, South Korea and Southeast Asia/Pacific. The
number of groups of cash-generating units amounted to a total of twelve at the end of both 2016 and 2015.
In the course of the annual impairment test, adidas assessed whether goodwill impairment was required. In this context, there was no
need for goodwill impairment for the year ending December 31, 2016 (2015: € 34 million).
162
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
The carrying amounts of acquired goodwill allocated to the respective groups of cash-generating units and the respective discount rates
applied to the cash flow projections are as follows:
ALLOCATION OF GOODWILL
Goodwill
€ in millions
Discount rate
after taxes
Dec. 31, 2016
Dec. 31, 2015
Dec. 31, 2016
Dec. 31, 2015
Western Europe
643
632
7.7%
7.7%
Greater China
231
226
7.5%
7.4%
TaylorMade-adidas Golf
293
292
6.5%
6.8%
Other
245
240
7.3 – 8.9%
6.7 – 10.5%
Total
1,412
1,392
‘Other’ comprises the groups of cash-generating units for which the respective carrying amount of allocated goodwill is not significant in
comparison with the company’s total carrying amount of goodwill.
A change in the discount rate by up to approximately 1.6 percentage points or a reduction of planned free cash inflows by up to approximately 30% would not result in any additional impairment requirement.
Future changes in expected cash flows and discount rates may lead to impairments of the reported goodwill in the future.
For details see Attachment I to the consolidated financial statements. see Statement of Movements of Intangible and Tangible Assets, p. 202
The reconciliation of goodwill is as follows:
RECONCILIATION OF GOODWILL, NET
€ in millions
Western Europe
Greater China
TaylorMadeadidas Golf
Other
Total
632
226
292
240
1,392
11
5
1
5
20
Increase in companies consolidated
–
–
–
–
–
Impairment losses
–
–
–
–
–
643
231
293
245
1,412
Dec. 31, 2016
Dec. 31, 2015
1,470
1,423
122
118
Runtastic
31
31
Other
57
55
1,680
1,628
January 1, 2016
Currency translation differences
December 31, 2016
14 — TRADEMARKS AND OTHER INTANGIBLE ASSETS
Trademarks and other intangible assets consist of the following:
TRADEMARKS AND OTHER INTANGIBLE ASSETS
€ in millions
Reebok
CCM Hockey
Trademarks
Software, patents and licences
Less: accumulated amortisation and impairment losses
Other intangible assets
Trademarks and other intangible assets
1 63
925
885
(758)
(697)
167
188
1,847
1,816
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
At December 31, 2016, trademarks, mainly related to the acquisition of Reebok International Ltd. (USA) in 2006 (trademarks Reebok and
CCM Hockey) and runtastic GmbH in 2015, have indefinite useful lives. This is due to the expectation of permanent use of the acquired
brand names.
adidas tests at least on an annual basis whether trademarks with indefinite useful lives are impaired. This requires an estimation of
the fair value less costs to sell of the trademarks. As part of this estimation, adidas is required to make an estimate of the expected future
trademark-specific sales and appropriate arm’s length notional royalty rates and also to choose a suitable discount rate in order to calculate
the present value of those cash flows.
During the impairment test for trademarks, the recoverable amount is determined on the basis of fair value less costs to sell (costs to
sell are calculated with 1% of the fair value). The fair value is determined by discounting notional royalty savings after tax and adding a tax
amortisation benefit, resulting from the amortisation of the acquired asset (‘relief-from-royalty method’). These calculations use projections of net sales related royalty savings, based on financial planning which covers a period of four years in total. The level of the applied
royalty rate for the determination of the royalty savings is based on contractual agreements between adidas and external licensees as well
as publicly available royalty rate agreements for similar assets. The royalty rates applied are in a range between 3% and 5% of the respective
trademark-specific sales. Notional royalty savings beyond this period are extrapolated using steady growth rates of 1.7% (2015: 1.7%). The
growth rates do not exceed the long-term average growth rate of the business to which the trademarks are allocated.
The discount rate is based on a weighted average cost of capital calculation derived using a five-year average market-weighted debt/
equity structure and financing costs referencing the company’s major competitors. The discount rate used is an after-tax rate and reflects
the specific equity and country risk. The applied discount rate depends on the respective intangible asset being valued and ranges between
6.5% and 9.0% (2015: between 6.8% and 8.4%).
adidas determined that there was no impairment necessary for any of its trademarks with indefinite useful lives in the years ending
December 31, 2016 and 2015. In addition, an increase in the discount rate of up to approximately 1.7 percentage points or a reduction of cash
inflows of up to approximately 27% would not result in any impairment requirement. However, future changes in expected cash flows and
discount rates may lead to impairments of the accounted trademarks in the future. All other trademarks are part of the respective groups
of cash-generating units.
As part of the goodwill impairment test, the Reebok and the Five Ten trademarks are allocated on a pro rata basis to the groups of cashgenerating units. Thereof, the major shares relate to Western Europe (€ 364 million), North America (€ 344 million), Russia/CIS (€ 205 million)
and Latin America (€ 171 million).
Amortisation expenses for intangible assets with definite useful lives were € 70 million and € 60 million for the years ending
December 31, 2016 and 2015, respectively. In 2016, impairment losses on other intangible assets amounted to € 10 million. see Note 32
For details see Attachment I to the consolidated financial statements. see Statement of Movements of Intangible and Tangible Assets, p. 202
164
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
15 — LONG-TERM FINANCIAL ASSETS
Long-term financial assets primarily include an 8.33% investment in FC Bayern München AG (2015: 8.33%) of € 81 million (2015: € 81 million).
This investment is classified as ‘fair value through profit or loss’ and recorded at fair value. This equity security does not have a quoted market
price in an active market. Therefore, existing contractual arrangements were used in order to calculate the fair value as at December 31, 2016.
The line item ‘Investments and loans’ comprises investments which are mainly invested in insurance products and are measured at fair value
as well as other loans. The line item ‘Other financial assets’ includes the shares in Immobilieninvest und Betriebsgesellschaft Herzo-Base GmbH
& Co. KG as well as other minority shareholdings amounting to € 50 million (2015: € 22 million) which are classified as ‘­available-for-sale’
and measured at amortised cost as a reliable determination of the fair value is impossible without having concrete negotiations regarding a
sale. These shares are unlisted and do not have an active market. There is no intention to sell these shares.
LONG-TERM FINANCIAL ASSETS
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Investment in FC Bayern München AG
81
81
Investments and loans
49
38
Other financial assets
64
22
194
140
Dec. 31, 2016
Dec. 31, 2015
Currency options
18
20
Forward exchange contracts
13
2
Security deposits
34
26
Promissory notes
30
42
Long-term financial assets
Other financial assets mainly include unquoted equity instruments.
16 — OTHER NON-CURRENT FINANCIAL ASSETS
Other non-current financial assets consist of the following:
OTHER NON-CURRENT FINANCIAL ASSETS
€ in millions
Sundry
Other non-current financial assets
For further information about currency options and forward exchange contracts 0
10
96
99
see Note 30 For information about promissory notes see Note 03
17 — OTHER NON-CURRENT ASSETS
Other non-current assets consist of the following:
OTHER NON-CURRENT ASSETS
€ in millions
Prepaid expenses
Sundry
Other non-current assets
Prepaid expenses mainly include prepayments for long-term promotion contracts and rents. see Notes 39 and 29
1 65
Dec. 31, 2016
Dec. 31, 2015
94
122
0
2
94
124
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
18 — BORROWINGS AND CREDIT LINES
Borrowings are denominated in a variety of currencies in which adidas conducts its business. The largest portions of effective gross borrowings
(before liquidity swaps for cash management purposes) as at December 31, 2016 are denominated in euros (2016: 77%; 2015: 80%) and US
dollars (2016: 10%; 2015: 15%).
The weighted average interest rate on the Group’s gross borrowings decreased to 2.3% in 2016 (2015: 2.4%).
As at December 31, 2016, adidas had cash credit lines and other long-term financing arrangements totalling € 3.6 billion (2015: € 3.7 billion);
thereof unused credit lines accounted for € 2.0 billion (2015: € 1.9 billion). In addition, as at December 31, 2016, adidas had separate lines for
the issuance of letters of credit and guarantees in an amount of approximately € 0.2 billion (2015: € 0.2 billion).
The Group’s outstanding financings are unsecured and may include standard financial covenants, which are reviewed on a quarterly basis.
These legal covenants may include limits on the disposal of fixed assets, the maximum amount of debt secured by liens, cross default provisions and change of control.
As at December 31, 2016, and December 31, 2015, shareholders’ equity and the equity ratio were well above the agreed minimum values.
Likewise, the relevant amount of net income clearly exceeded net loss covenants.
The amounts disclosed as gross borrowings represent outstanding borrowings under the following arrangements with aggregated expiration
dates as follows:
GROSS BORROWINGS AS AT DECEMBER 31, 2016
€ in millions
Bank borrowings incl. commercial paper
Eurobond
Up to
1 year
Between
1 and 3 years
Between
3 and 5 years
More than
5 years
Total
379
–
–
–
379
–
–
595
387
982
Convertible bond
257
–
–
–
257
Total
636
–
595
387
1,618
The above table includes two Eurobonds amounting to € 1 billion in total issued on October 1, 2014. The seven-year Eurobond of € 600 million
matures on October 8, 2021 and has a coupon of 1.25%. The twelve-year Eurobond of € 400 million matures on October 8, 2026 and has a
coupon of 2.25%. The Eurobonds have denominations of € 1,000 each and were priced with a spread of 68 basis points and 100 basis points,
respectively, above the corresponding euro mid-swap rate. The issue price was fixed at 99.145% and 99.357%, respectively.
In addition, gross borrowings include the outstanding portion of the convertible bond for an aggregate nominal amount of € 260 million
(2015: € 500 million) divided into denominations of € 200,000 which was issued on March 21, 2012. The bond has a maximum maturity (including
prolongation options) until June 14, 2019. The coupon of the bond amounts to 0.25% and is payable annually, commencing on June 14, 2013.
The bond is, at the option of the respective holder, convertible at any time from and including May 21, 2012, up to and including June 5, 2019,
into up to 3.2 million new or existing adidas AG shares. In 2016, the bondholders converted an aggregate nominal amount of € 240 million
of the convertible bond into 2,947,127 adidas AG shares. see Note 26
The convertible bond initially had a conversion premium of 40% above the reference price of € 59.61, which resulted in an initial conversion
price of € 83.46 per share. As a consequence of contractual provisions relating to dividend protection, the conversion price was adjusted from
€ 82.00 to € 81.57 (2015: € 82.56 to € 82.00) per share. This adjustment became effective on May 13, 2016. On June 14, 2017, the bondholders
have the right to call the bond from adidas AG at nominal value plus interest accrued on the nominal amount. adidas AG is entitled to redeem
the remaining bonds in whole if, at any time, the aggregate principal amount of bonds outstanding falls below 15% of the aggregate principal
amount of the bonds that were initially issued. Furthermore, as of July 14, 2017, adidas AG is entitled to redeem the bonds in whole if on 20
of 30 consecutive trading days, the share price of adidas AG exceeds the current conversion price of € 81.57 by at least 30%.
According to IAS 32 ‘Financial Instruments: Presentation’, the conversion right represented in the convertible bond constitutes a financial
instrument which is covered in the capital reserve in an amount of € 55 million after deduction of the issuance cost. The initial liability
component amounted to € 441 million after deduction of the issuance cost and is shown within short-term borrowings. The initial difference
of € 59 million compared to the nominal amount of € 500 million is accrued as interest expense of the financial liability over the expected
maturity of the convertible bond using the ‘effective interest method’. As at December 31, 2016, the financial liability amounted to € 257 million
(2015: € 483 million).
166
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
GROSS BORROWINGS AS AT DECEMBER 31, 2015
€ in millions
Up to
1 year
Between
1 and 3 years
Between
3 and 5 years
More than
5 years
Total
Bank borrowings incl. commercial paper
229
–
–
–
229
Private placements
138
–
–
–
138
Eurobond
–
–
–
981
981
Convertible bond
–
483
–
–
483
366
483
–
981
1,830
Dec. 31, 2016
Dec. 31, 2015
Total
For further details on future cash outflows see Risk and Opportunity Report, p. 118
19 — OTHER CURRENT FINANCIAL LIABILITIES
Other current financial liabilities consist of the following:
OTHER CURRENT FINANCIAL LIABILITIES
€ in millions
Currency options
Forward exchange contracts
Finance lease obligations
Sundry
Other current financial liabilities
1
2
109
59
3
3
88
79
201
143
The line item ‘Sundry’ mainly relates to payables due to customs duties. In 2015, it also includes purchase price obligations for non-controlling
interests. For further information about currency options, forward exchange contracts and commodity futures see Note 30 For further
information about finance lease obligations see Note 29
20 — OTHER PROVISIONS
Other provisions consist of the following:
OTHER PROVISIONS
€ in millions
Jan. 1, 2016
Currency
translation
differences
Usage
Reversals
Additions
Marketing
21
0
(19)
(2)
Personnel
59
1
(39)
(4)
189
1
(158)
(3)
29
(1)
(7)
(1)
Sundry
207
1
(118)
Other provisions
506
2
(340)
Returns, allowances and warranty
Taxes, other than income taxes
Transfers
Dec. 31, 2016
Thereof
non-current
26
–
28
–
81
1
99
3
201
–
230
–
15
1
36
0
(18)
162
(11)
224
41
(28)
485
(8)
617
44
Marketing provisions mainly consist of provisions for promotion contracts.
Provisions for personnel mainly consist of provisions for short- and long-term variable compensation components as well as of provisions
for social plans relating to restructuring measures.
Provisions for returns, allowances and warranty primarily arise due to bonus agreements with customers and the obligation of fulfilling
customer claims with regard to the return of products sold by adidas. The amount of the provision follows the historical development of returns,
allowances and warranty as well as current agreements.
Provisions for taxes other than income taxes mainly relate to value added tax, real estate tax and motor vehicle tax.
167
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
Sundry provisions mainly include provisions for customs risks as well as for dismantling costs.
The reversal of sundry provisions in 2016 is mainly related to the completion of customs audits.
Management follows past experience from similar transactions when assessing the recognition and the measurement of other provisions;
in particular external legal opinions are considered for provisions for customs risks and for litigation and other legal risks. All evidence from
events until the preparation of the consolidated financial statements is taken into account.
21 — ACCRUED LIABILITIES
Accrued liabilities consist of the following:
ACCRUED LIABILITIES
€ in millions
Jan. 1, 2016
Currency
translation
differences
Usage
Reversals
Additions
Transfers
Dec. 31, 2016
Thereof
non-current
9
Goods and services not yet invoiced
604
1
(492)
(15)
610
–
708
Marketing and sales
688
(11)
(429)
(25)
523
–
748
2
Personnel
470
7
(369)
(12)
538
(1)
633
102
Sundry
Accrued liabilities
42
0
(25)
(0)
37
–
54
7
1,805
(3)
(1,314)
(52)
1,708
(1)
2,143
120
Marketing accrued liabilities mainly consist of accruals for distribution, such as discounts, rebates and sales commissions.
Accrued liabilities for personnel mainly consist of accruals for outstanding salary payments, such as bonuses and overtime, as well as
outstanding vacation.
Sundry accrued liabilities mainly include accruals for promotion contracts as well as accruals for interest.
22 — OTHER CURRENT LIABILITIES
Other current liabilities consist of the following:
OTHER CURRENT LIABILITIES
€ in millions
Tax liabilities other than income taxes
Dec. 31, 2016
Dec. 31, 2015
131
111
Liabilities due to personnel
65
57
Liabilities due to social security
24
21
Deferred income
43
33
Customers with credit balances
85
54
Sundry
86
55
434
331
Other current liabilities
The line item ‘Sundry’ mainly consists of liabilities relating to franchise store openings and advance payments from customers.
168
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
23 — OTHER NON-CURRENT FINANCIAL LIABILITIES
Other non-current financial liabilities consist of the following:
OTHER NON-CURRENT FINANCIAL LIABILITIES
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Currency options
1
0
Forward exchange contracts
2
0
Finance lease obligations
4
6
Sundry
16
12
Other non-current financial liabilities
22
18
For further information about currency options and forward exchange contracts see Note 30 For information about finance lease obligations see Note 29 For further further information about earn-out components see Note 04
24 — PENSIONS AND SIMILAR OBLIGATIONS
adidas has recognised post-employment benefit obligations arising from defined benefit plans. The benefits are provided pursuant to the
legal, fiscal and economic conditions in each respective country and mainly depend on the employees’ years of service and remuneration.
PENSIONS AND SIMILAR OBLIGATIONS
€ in millions
Liability arising from defined benefit pension plans
Similar obligations
Pensions and similar obligations
Dec. 31, 2016
Dec. 31, 2015
338
246
17
26
355
273
Defined contribution pension plans
The total expense for defined contribution plans amounted to € 66 million in 2016 (2015: € 59 million).
Defined benefit pension plans
Given the diverse Group structure, different defined benefit pension plans exist, comprising a variety of post-employment benefit arrangements.
The Group’s major defined benefit pension plans relate to adidas AG and its subsidiaries in the UK and South Korea. The defined benefit
pension plans generally provide payments in case of death, disability or retirement to former employees and their survivors. The obligations
arising from defined benefit pension plans are partly covered by plan assets.
In Germany, adidas AG grants its employees contribution-based and final salary defined benefit pension schemes, which provide employees
with entitlements in the event of retirement, disability and death. In general, German pension plans operate under the legal framework of
the German Company Pensions Act (‘Betriebsrentengesetz’) and under the German Labour Act. A large proportion of the pension plans
are closed to new entrants. New employees are entitled to benefits in accordance with the adidas Pension Plan or the adidas Management
Pension Plan. The adidas Pension Plan is a matching contribution plan; the contributions to this pension plan are partly paid by the employee
and partly paid by the employer. The contributions are transferred into benefit building blocks. The benefits are paid out in the form of a
pension, a lump sum or instalments. The pension plans in Germany are financed using book reserves, a contractual trust arrangement
(CTA) and a pension fund (‘Pensionsfonds’) in combination with a reinsured provident fund (‘Unterstützungskasse’) for certain current and
former members of the Executive Board of adidas AG. Further details about the pension entitlements of members of the Executive Board of
adidas AG are contained in the Compensation Report. see Compensation Report, p. 32
169
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
The final salary defined benefit pension scheme in the UK is closed to new entrants and to future accrual. The benefits are mainly paid out in
the form of pensions. The scheme operates under UK trust law as well as under the jurisdiction of the UK Pensions Regulator and therefore
is subject to a minimum funding requirement. The Trustee Board is responsible for setting the scheme’s funding objective, agreeing the
contributions with the company and determining the investment strategy of the scheme.
The subsidiaries in South Korea grant a final pay pension plan to certain employees. This plan is closed to new entrants. The benefits are
paid out in the form of a lump sum. The pension plan operates under the Employee Retirement Benefit Security Act (ERSA). This regulation
requires a minimum funding amounting to 80% of the present value of the vested benefit obligation. Both subsidiaries annually contribute at
least the minimum amount in order to meet the funding requirements.
BREAKDOWN OF THE PRESENT VALUE OF THE OBLIGATION ARISING FROM DEFINED BENEFIT PENSION PLANS
IN THE MAJOR COUNTRIES
€ in millions
Dec. 31, 2016
Germany
Active members
Dec. 31, 2015
UK
South Korea
Germany
UK
South Korea
14
211
– 17
177
– Former employees with vested rights
76
69
– 52
52
– Pensioners
86
4
– 73
4
– 375
73
17
302
56
14
Total
The Group’s pension plans are subject to risks from changes in actuarial assumptions, such as the discount rate, salary and pension increase
rates, and risks from changes in longevity. A lower discount rate results in a higher defined benefit obligation and/or in higher contributions
to the pension funds. Lower than expected performance of the plan assets could lead to an increase in required contributions or to a decline
of the funded status.
The following tables analyse the defined benefit plans, plan assets, present values of the defined benefit pension plans, expenses recognised in the consolidated income statement, actuarial assumptions and further information.
AMOUNTS FOR DEFINED BENEFIT PENSION PLANS RECOGNISED IN THE CONSOLIDATED STATEMENT OF FINANCIAL POSITION
€ in millions
Dec. 31, 2016
Present value of funded obligation from defined benefit pension plans
Fair value of plan assets
Funded status
Present value of unfunded obligation from defined benefit pension plans
Asset ceiling effect
Net defined benefit liability
Thereof: liability
Thereof: adidas AG
Thereof: asset
Thereof: adidas AG
Dec. 31, 2015
485
394
(178)
(173)
307
221
31
25
0
0
338
246
338
247
275
206
(0)
(0)
–
–
The determination of assets and liabilities for defined benefit plans is based upon statistical and actuarial valuations. In particular, the
present value of the defined benefit obligation is driven by financial variables (such as the discount rates or future increases in salaries)
and demographic variables (such as mortality and employee turnover). The actuarial assumptions may differ significantly from the actual
circumstances and could lead to different cash flows.
1 70
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
WEIGHTED AVERAGE ACTUARIAL ASSUMPTIONS
in %
Dec. 31, 2016
Dec. 31, 2015
Discount rate
2.1
2.8
Expected rate of salary increases
3.1
3.1
Expected pension increases
1.7
1.7
The weighted average actuarial assumptions as at the balance sheet date are used to determine the defined benefit liability at that date and
the pension expense for the upcoming financial year.
The actuarial assumptions for withdrawal and mortality rates are based on statistical information available in the various countries. In
Germany, the Heubeck 2005 G mortality tables are used. In the UK, assumptions are based on the S1NA base table with modified improvement
of the life expectancy mortality tables. In South Korea, the KIDI 2015 tables from the Korean Insurance Development Institute are used.
As in the previous year, the calculation of the pension liabilities in Germany is based on a discount rate determined using the ‘Mercer Yield
Curve (MYC)’ approach.
Remeasurements, such as gains or losses arising from changes in the actuarial assumptions for defined benefit pension plans during the
financial year or a return on the plan assets exceeding the interest income, are immediately recognised outside the income statement as a
change in other reserves in the consolidated statement of comprehensive income.
PENSION EXPENSES FOR DEFINED BENEFIT PENSION PLANS
€ in millions
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Current service cost
17
15
Net interest expense
6
6
Thereof: interest cost
11
10
Thereof: interest income
(5)
(4)
Past service (credit)/cost
(0)
0
Gain on plan settlements
(1)
(4)
Expenses for defined benefit pension plans (recognised in the consolidated income statement)
23
17
Actuarial losses/(gains)
89
(12)
Thereof: due to changes in financial assumptions
70
(23)
Thereof: due to changes in demographic assumptions
(1)
(1)
Thereof: due to experience adjustments
21
12
Return on plan assets (not included in net interest income)
(6)
(1)
Asset ceiling effect
(0)
(0)
84
(13)
106
4
Remeasurements for defined benefit pension plans (recognised as decrease/(increase)
in other reserves in the consolidated statement of comprehensive income)
Total
Of the total pension expenses recorded in the consolidated income statement, an amount of € 16 million (2015: € 14 million) relates to
employees of adidas AG, € 0.2 million (2015: € 0.5 million) relates to employees in the UK and € 3 million (2015: € 3 million) relates to
employees in South Korea. The gain on plan settlements in 2015 in an amount of € 4 million derives from the closure of the defined benefit
plan in Japan effective as of March 31, 2015 and the relating introduction of a new defined contribution plan. The pension expense is mainly
recorded within other operating expenses. The production-related part of the pension expenses is recognised within cost of sales.
171
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
PRESENT VALUE OF THE DEFINED BENEFIT OBLIGATION
€ in millions
2016
2015
Present value of the obligation from defined benefit pension plans as at January 1
419
427
Currency translation differences
(8)
8
Current service cost
17
15
Interest cost
11
10
Contribution by plan participants
0
0
(11)
(14)
Payments for plan settlements
(2)
(12)
Actuarial losses/(gains)
89
(12)
Thereof: due to changes in financial assumptions
70
(23)
Thereof: due to changes in demographic assumptions
(1)
(1)
Thereof: due to experience adjustments
21
12
Pensions paid
Past service (credit)/cost
(0)
0
Gain on plan settlements
(1)
(4)
Business combinations/transfers/divestitures
Present value of the obligation from defined benefit pension plans as at December 31
1
0
516
419
The payments for plan settlements in 2015 in an amount of € 12 million result from the changes in the pension plans in Japan as described
above.
In the following table, the effects of reasonably conceivable changes in the actuarial assumptions on the present value of the obligation from
defined benefit pension plans are analysed. In addition, for Germany, the UK and South Korea the average duration of the obligation is shown.
SENSITIVITY ANALYSIS OF THE OBLIGATION FROM DEFINED BENEFIT PENSION PLANS
€ in millions
Dec. 31, 2016
Germany
UK
South Korea
Dec. 31, 2015
Germany
UK
South Korea
Present value of the obligation from defined
benefit pension plans
375
73
17
302
56
14
Increase in the discount rate by 0.5%
344
63
16
277
49
14
Reduction in the discount rate by 0.5%
412
85
18
330
65
15
18
30
8
18
28
8
Average duration of the obligations (in years)
Since many pension plans are closed to future accrual or are not dependent on the salary, the salary trend plays a minor role in determining
pension obligations. Due to the fact that about half of the benefits of the German pension plans are paid as lump sums or instalment
payments, the pension increase rate and the mortality assumption have significantly less impact than the discount rate when calculating
the pension obligations.
FAIR VALUE OF PLAN ASSETS
€ in millions
2016
2015
Fair value of plan assets at January 1
173
157
Currency translation differences
(7)
4
Pensions paid
(3)
(4)
Contributions by the employer
6
11
Contributions paid by plan participants
0
0
Interest income from plan assets
5
4
Return on plan assets (not included in net interest income)
6
1
Settlement payments
Fair value of plan assets at December 31
172
(1)
–
178
173
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
Approximately 92% (2015: 92%) of the total plan assets are allocated to plan assets in the UK (2016: 28%, 2015: 30%), Germany (2016: 57%,
2015: 56%) and South Korea (2016: 8%, 2015: 6%).
Part of the plan assets in Germany is held by a trustee under a Contractual Trust Arrangement (CTA) for the purpose of funding the pension
obligations of adidas AG and insolvency insurance with regard to part of the pension obligations of adidas AG. The trustee is the registered
association adidas Pension Trust e.V. The investment committee of the adidas Pension Trust determines the investment strategy with the goal
to match the pension liabilities as far as possible and to generate a sustainable return. In August 2014, an amount of € 65 million in cash was
transferred to the trustee. The plan assets in the registered association are mainly invested in equity index funds, hybrid bonds, fixed and variable
interest rate bonds and money market funds. Another part of the plan assets in Germany is invested in insurance contracts via pension funds
or provident funds. For this portion, an insurance entity is responsible for the determination and the implementation of the investment strategy.
In the UK, the plan assets are held under trust within the pension fund. The investment strategy is aligned with the structure of the pension
obligations in these countries. In the rest of the world, the plan assets consist predominantly of insurance contracts.
The expected payments for the 2017 financial year amount to € 48 million. Thereof, € 8 million relates to benefits directly paid to pensioners
by the subsidiaries and € 39 million to employer contributions paid into the plan assets. In 2016, the actual return on plan assets was € 10 million
(2015: € 5 million).
COMPOSITION OF PLAN ASSETS
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Cash and cash equivalents
28
45
Equity instruments
59
57
Bonds
34
29
Real estate
13
0
Pension plan reinsurance
44
29
Insurance policies
0
13
Other assets
0
1
178
173
Fair value of plan assets
All equities and bonds are traded freely and have a quoted market price in an active market.
At each balance sheet date, the company analyses the over- or underfunding and, where appropriate, adjusts the composition of plan assets.
25 — OTHER NON-CURRENT LIABILITIES
Other non-current liabilities consist of the following:
OTHER NON-CURRENT LIABILITIES
€ in millions
Dec. 31, 2016
Liabilities due to personnel
Deferred income
Sundry
Other non-current liabilities
Dec. 31, 2015
5
6
41
34
0
1
46
40
26 — SHAREHOLDERS’ EQUITY
The nominal capital of adidas AG has remained unchanged since December 31, 2015. As at the balance sheet date, and in the period beyond, up
to and including February 17, 2017, it amounted to € 209,216,186 divided into 209,216,186 registered no-par-value shares and is fully paid in.
Each share grants one vote and is entitled to dividends starting from the beginning of the year it was issued. Treasury shares held directly
or indirectly are not entitled to dividend payment in accordance with § 71b German Stock Corporation Act (Aktiengesetz – AktG). As at the
balance sheet date, adidas AG held 7,726,876 treasury shares, corresponding to a notional amount of € 7,726,876 in the nominal capital and
consequently 3.69% of the nominal capital. As at February 17, 2017, adidas AG holds 8,072,349 treasury shares, corresponding to a notional
amount of € 8,072,349 in the nominal capital and consequently 3.86% of the nominal capital.
173
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
Authorised Capital
The Executive Board of adidas AG did not utilise the existing amount of authorised capital of up to € 99 million in the 2016 financial year or
in the period beyond the balance sheet date up to and including February 17, 2017.
The authorised capital of adidas AG, which is set out in § 4 sections 2, 3, 4 and 5 of the Articles of Association as at the balance sheet date,
entitles the Executive Board, subject to Supervisory Board approval, to increase the nominal capital
until June 30, 2018
—— by issuing new shares against contributions in cash once or several times by no more than € 50 million and, subject to Supervisory Board
approval, to exclude residual amounts from shareholders’ subscription rights (Authorised Capital 2013/I);
until June 2, 2018
—— by issuing new shares against contributions in kind once or several times by no more than € 25 million and, subject to Supervisory Board
approval, to exclude shareholders’ subscription rights (Authorised Capital 2015);
until June 30, 2018
—— by issuing new shares against contributions in cash once or several times by no more than € 20 million and, subject to Supervisory Board
approval, to exclude residual amounts from shareholders’ subscription rights and to exclude shareholders’ subscription rights when issuing
the new shares at a value not essentially below the stock market price of shares with the same features; this exclusion of subscription rights
can also be associated with the listing of the entity’s shares on a foreign stock exchange (Authorised Capital 2013/III). The authorisation
to exclude subscription rights pursuant to the previous sentence may, however, only be used to the extent that the pro rata amount of the
new shares in the nominal capital together with the pro rata amount in the nominal capital of other shares which have been issued by the
entity since May 8, 2013, subject to the exclusion of subscription rights pursuant to or in accordance with § 186 section 3 sentence 4 AktG
on the basis of an authorised capital or following a repurchase, or for which conversion or subscription rights or conversion or subscription
obligations were granted after May 8, 2013, through the issuance of convertible bonds and/or bonds with warrants, with subscription rights
excluded in accordance with § 186 section 3 sentence 4 AktG, does not exceed 10% of the nominal capital existing on the date of the entry
of this authorisation into the commercial register or – if this amount is lower – as of the respective date on which the authorisation is used;
until June 14, 2021
—— by issuing up to 4,000,000 new shares against contributions in cash once or several times by no more than € 4 million and, subject to Supervisory Board approval, to determine the further content of the rights embodied in the shares and the terms and conditions of the share
issuance. Shareholders’ subscription rights shall be excluded (Authorised Capital 2016). Any repurchased treasury shares of the entity
which are used by the entity for employee stock purchase plans during the term of this authorisation shall be attributed to the maximum
number of 4,000,000 shares. The new shares may only be issued to (current or former) employees of the entity and its affiliated companies
as well as to (current and former) members of management bodies of the entity’s affiliated companies.
Contingent Capital
The following description of the Contingent Capital is based on § 4 sections 6 and 7 of the Articles of Association of adidas AG as well as on
the underlying resolutions of the Annual General Meeting held on May 6, 2010 and May 8, 2014. Additional contingent capital does not exist.
Contingent Capital 2010 and Convertible Bond
The nominal capital of adidas AG is conditionally increased by up to € 36 million (Contingent Capital 2010). The Contingent Capital serves the
purpose of granting holders or creditors of bonds that were issued up to May 5, 2015 based on the resolution of the Annual General Meeting
on May 6, 2010 subscription or conversion rights relating to no more than a total of 36,000,000 shares in compliance with the corresponding
conditions of the bonds. The new shares shall be issued at the respective option or conversion price to be established in accordance with
the aforementioned authorisation resolution. The new shares shall carry dividend rights from the commencement of the financial year in
which the shares are issued.
On March 14, 2012, the Executive Board, with the approval of the Supervisory Board, made partial use of the authorisation of the Annual
General Meeting from May 6, 2010, and on March 21, 2012 issued a convertible bond due on June 14, 2019 (including a prolongation option)
in a nominal value of € 500 million via an offer to institutional investors outside the USA excluding shareholders’ subscription rights. In
principle, the conversion rights are exercisable at any time between May 21, 2012 and June 5, 2019, subject to lapsed conversion rights as set
out under § 6 section 3 or to the excluded periods as defined by § 6 section 4 of the bond terms and conditions, and (subject to an adjustment
to the conversion rights resulting from the dilution adjustment regulations set out under § 10 or a change of control in accordance with § 13
of the bond terms and conditions) based on a conversion price of € 81.57 per share are convertible into 6,129,671 shares of adidas AG. The
conversion price currently amounts to € 81.57 per share. The convertible bond bears an interest rate of 0.25% per annum. Bondholders are
entitled to demand early redemption of the bonds as of June 14, 2017. As of July 14, 2017, adidas AG may conduct an early redemption of the
1 74
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
bond, if, on 20 of 30 consecutive trading days, the share price of adidas AG exceeds the current conversion price of € 81.57 by at least 30%.
The bonds are listed on the Open Market segment of the Frankfurt Stock Exchange. For details regarding the servicing of the convertible
bond with treasury shares see Repurchase and use of treasury shares, p. 175
Moreover, the authorisation to issue bonds with warrants and/or convertible bonds granted on May 6, 2010 was cancelled by resolution
of the Annual General Meeting on May 8, 2014.
The Executive Board of adidas AG did not issue shares from the Contingent Capital 2010 in the period up to the balance sheet date and
in the period beyond the balance sheet date up to and including February 17, 2017.
Contingent Capital 2014
At the balance sheet date, the nominal capital is conditionally increased by up to € 12.5 million divided into not more than 12,500,000 shares
(Contingent Capital 2014). The contingent capital increase will be implemented only to the extent that holders or creditors of option or
conversion rights or the persons obligated to exercise option or conversion duties based on bonds issued by the entity or a subordinated
Group company, pursuant to the authorisation of the Executive Board granted by the resolution adopted by the Annual General Meeting on
May 8, 2014 (Agenda Item 7), up to May 7, 2019 and guaranteed by the entity, exercise their option or conversion rights or, if they are obliged
to exercise the option or conversion duties, meet their obligations to exercise the warrant or convert the bond, or to the extent that the entity
exercises its rights to choose to deliver shares in the entity for the total amount or a part amount instead of payment of the amount due and
insofar as no cash settlement, treasury shares or shares of another publicly listed company are used to serve these rights. The new shares
will be issued at the respective option or conversion price to be established in accordance with the aforementioned authorisation resolution.
The new shares will carry dividend rights from the commencement of the financial year in which the shares are issued. The Executive Board
is authorised, subject to Supervisory Board approval, to stipulate any additional details concerning the implementation of the contingent
capital increase.
The Executive Board of adidas AG did not issue shares from the Contingent Capital 2014 in the 2016 financial year or in the period beyond
the balance sheet date up to and including February 17, 2017.
Repurchase and use of treasury shares
Against the background of the introduction of an employee stock purchase plan, the Annual General Meeting of May 12, 2016 cancelled the
authorisation of the Executive Board to repurchase treasury shares granted on May 8, 2014, which was used in 2014 and 2015. At the same
time, the Annual General Meeting granted the Executive Board a new authorisation to repurchase treasury shares up to an amount totalling
10% of the nominal capital until May 11, 2021. The authorisation may be used by adidas AG but also by its subordinated Group companies or
by third parties on account of adidas AG or its subordinated Group companies or third parties assigned by adidas AG or one of its subordinated
Group companies.
Based on the authorisation to repurchase treasury shares granted by the Annual General Meeting on May 8, 2014, the adidas AG Executive
Board commenced a share buyback programme on November 7, 2014.
Under the granted authorisation, adidas AG repurchased a total of 4,889,142 shares for a total price of € 299,999,987 (excluding incidental
purchasing costs), i.e. for an average price of € 61.36 per share, in a first tranche between November 7, 2014 and December 12, 2014
inclusive. This corresponded to a notional amount of € 4,889,142 in the nominal capital and consequently to 2.34% of the nominal capital.
The shares were repurchased for cancellation (capital reduction) or otherwise used to meet obligations arising from the potential conversion
of adidas AG’s € 500 million convertible bond.
Under the granted authorisation, adidas AG repurchased a total of 4,129,627 shares for a total price of € 299,999,992 (excluding incidental
purchasing costs), i.e. for an average price of € 72.65 per share, in a second tranche between March 6, 2015 and June 15, 2015 inclusive. This
corresponded to a notional amount of € 4,129,627 in the nominal capital and consequently to 1.97% of the nominal capital. The shares were
repurchased for cancellation (capital reduction) or otherwise used to meet obligations arising from the potential conversion of adidas AG’s
€ 500 million convertible bond.
Based on the authorisation granted by the Annual General Meeting on May 12, 2016, the share buyback programme was continued in a
third tranche between November 8, 2016 and January 31, 2017 inclusive. The repurchased shares may either be cancelled, thus reducing
the nominal capital, or may be used to meet obligations arising from the potential conversion of adidas AG’s € 500 million convertible bond
and other admissible purposes under the authorisation granted by the Annual General Meeting on May 12, 2016.
In November 2016, 1,143,103 shares were repurchased for an average price of € 136.47, corresponding to a notional amount of € 1,143,103
in the nominal capital and consequently to 0.55% of the nominal capital. In December 2016, 512,131 shares were repurchased for an average
price of € 143.31, corresponding to a notional amount of € 512,131 in the nominal capital and consequently to 0.24% of the nominal capital.
In January 2017, 472,966 shares were repurchased for an average price of € 149.29, corresponding to a notional amount of € 472,966 in the
nominal capital and consequently to 0.23% of the nominal capital. On January 31, 2017, the third tranche of the share buyback programme
was concluded. Under the granted authorisation, adidas AG repurchased a total of 2,128,200 shares for a total price of € 299,999,851
(excluding incidental purchasing costs), i.e. for an average price of € 140.96 per share, in a third tranche between November 8, 2016 and
January 31, 2017 inclusive. This corresponded to a notional amount of € 2,128,200 in the nominal capital and consequently to 1.02% of the
175
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
nominal capital. adidas AG reserves the right to continue with or to resume the share buyback programme in the future in alignment with
the published parameters. For details see Disclosures Pursuant to § 315 Section 4 and § 289 Section 4 HGB, p. 107
In the 2016 financial year, a total of 2,947,127 treasury shares were used to meet obligations arising from the conversion of adidas AG’s
convertible bond. In the 2017 financial year up to and including February 17, 2017, a total of 127,493 treasury shares were used to meet obligations arising from the conversion of adidas AG’s convertible bond. Up to the balance sheet date and in the period beyond the balance sheet
date up to and including February 17, 2017, adidas AG used a total of 3,074,620 treasury shares.
Employee stock purchase plan
In the 2016 financial year, adidas introduced an employee stock purchase plan in favour of employees. For details on the employee stock
purchase plan see Disclosures Pursuant to § 315 Section 4 and § 289 Section 4 HGB, p. 107 and see Notes 02 and 27
Changes in the percentage of voting rights
Pursuant to § 160 section 1 no. 8 AktG, existing shareholdings which have been notified to adidas AG in accordance with § 21 section 1 or
section 1a German Securities Trading Act (Wertpapierhandelsgesetz – WpHG) need to be disclosed.
The following table reflects reportable shareholdings in adidas AG, Herzogenaurach, as at the balance sheet date and up to and including
February 17, 2017 which have each been notified to adidas AG in written form. The respective details are taken from the most recent voting
rights notification received by adidas AG. All voting rights notifications disclosed by adidas AG in the year under review and up to and including
February 17, 2017 are available on the adidas website.  www.adidas-group.com/s/voting-rights-notifications The details on the percentage of shareholdings
and voting rights may no longer be up to date.
NOTIFIED REPORTABLE SHAREHOLDINGS AS AT FEBRUARY 17, 2017
Notifying party
Date of reaching, exceeding
or falling below
Reporting threshold
Attributions in accordance
with WpHG
Shareholdings
in %
Number of
voting rights
Elian Corporate Trustee (Cayman) Limited,
Grand Cayman, Cayman Islands 1
December 16, 2016
Exceeding 5%
§§ 22, 25 sec. 1 no. 2
5.71
11,950,482
BlackRock, Inc., Wilmington, DE, USA 2
November 25, 2016
Exceeding 5%
§§ 22, 25 sec. 1 no. 1 and
§ 25 sec.1 no. 2
5.29
11,069,462
Fidelity Mt. Vernon Street Trust,
Boston, MA, USA 3
October 31, 2016
Exceeding 3%
§ 21
3.01
6,291,822
11,117,704
FMR LLC, Wilmington, DE, USA 4
May 12, 2016
Exceeding 5%
§ 22
5.31
O. Mason Hawkins, USA 5
April 27, 2016
Falling below 3%
§ 22
2.94
6,160,627
Albert Frère / Desmarais Family Trust,
Montréal, Canada 6
January 14, 2016
Exceeding 5%
§ 22
5.0001
10,461,000
Capital Research and Management Company,
Los Angeles, CA, USA 7
July 22, 2015
Exceeding 3%
§ 22 sec. 1 sent. 1 no. 6
3.02
6,325,110
The Capital Group Companies, Inc.,
Los Angeles, CA, USA 8
July 22, 2015
Exceeding 3%
§ 22 sec. 1 sent. 1 no. 6
in conjunction with § 22
sec. 1 sent. 2 and 3
3.02
6,325,110
adidas AG, Herzogenaurach, Germany 9
April 9, 2015
Exceeding 3%
3.002
6,281,429
1 See adidas AG’s disclosure dated December 22, 2016.
2 See adidas AG’s disclosure dated December 2, 2016.
3 See adidas AG’s disclosure dated November 4, 2016.
4 See adidas AG’s disclosure dated May 19, 2016.
5 See adidas AG’s disclosure dated May 2, 2016.
6 See adidas AG’s disclosure dated January 22, 2016.
7 See adidas AG’s disclosure dated July 29, 2015.
8 See adidas AG’s disclosure dated July 28, 2015.
9 See adidas AG’s disclosure dated April 10, 2015.
Capital management
The company’s policy is to maintain a strong capital base so as to uphold investor, creditor and market confidence and to sustain future
development of the business.
adidas seeks to maintain a balance between a higher return on equity that might be possible with higher levels of borrowings and the
advantages and security afforded by a sound capital position. The company further aims to maintain net debt below two times EBITDA over
the long term.
1 76
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
Financial leverage amounts to 1.6% (2015: 8.1%) and is defined as the ratio between net borrowings (short- and long-term borrowings less
cash and cash equivalents as well as short-term financial assets) in an amount of € 103 million (2015: € 460 million) and shareholders’ equity
in an amount of € 6.472 billion (2015: € 5.666 billion). EBITDA (continuing operations) amounted to € 1.883 billion for the financial year ending
December 31, 2016 (2015: € 1.475 billion). The ratio between net borrowings and EBITDA (continuing operations) amounted to 0.1 for the
financial year ending December 31, 2016 (2015: 0.3).
Reserves
Reserves within shareholders’ equity are as follows:
—— Capital reserve: primarily comprises the paid premium for the issuance of share capital as well as the equity component of the issued
convertible bond.
—— Cumulative currency translation differences: comprises all foreign currency differences arising from the translation of the financial
statements of foreign operations.
—— Hedging reserve: comprises the effective portion of the cumulative net change in the fair value of cash flow hedges related to hedged
transactions that have not yet occurred as well as of hedges of net investments in foreign subsidiaries.
—— Other reserves: comprises the remeasurements of defined benefit plans consisting of the cumulative net change of actuarial gains or
losses relating to the defined benefit obligations, the return on plan assets (excluding interest income) and the asset ceiling effect as well
as expenses recognised for share option plans and effects from the acquisition of non-controlling interests.
—— Retained earnings: comprises both amounts which are required by the Articles of Association and voluntary amounts that have been set
aside by adidas. The reserve includes the unappropriated accumulated profits less dividends paid and consideration paid for the repurchase of treasury shares exceeding the nominal value. In addition, the item includes the effects of the employee stock purchase plan.
Distributable profits and dividends
Profits distributable to shareholders are determined by reference to the retained earnings of adidas AG and calculated under German
Commercial Law.
Based on the resolution of the 2016 Annual General Meeting, the dividend for 2015 was € 1.60 per share (total amount: € 320 million). The
Executive Board of adidas AG will propose to use retained earnings of adidas AG in an amount of € 629 million as reported in the 2016 financial
statements of adidas AG for a dividend payment of € 2.00 per dividend-entitled share and to allocate € 200 million to other revenue reserves.
The subsequent remaining amount will be carried forward.
As at December 31, 2016, 201,489,310 dividend-entitled shares exist, resulting in a dividend payment of € 403 million.
27 — SHARE-BASED PAYMENT
In 2016, adidas announced the introduction of an open-ended employee stock purchase plan (the ‘plan’). The plan will be operated on a
quarterly basis, with each calendar quarter referred to as an ‘investment quarter’. The first investment quarter went from October 1 to
December 31, 2016. The plan enables employees to purchase adidas AG shares with a 15% discount (‘investment shares’) and to benefit from
free matching shares. Currently, eligible employees of adidas AG and ten other subsidiaries can participate in the plan. Up to two weeks
before the start of an investment quarter each eligible employee can enrol for the plan. The company accepts enrolment requests on the
first day of the relevant investment quarter. This is the grant date for the investment and matching shares. The fair value at the vesting date
is equivalent to the fair value of the granted equity instruments at this date. The employees invest an amount up to 10% of their gross base
salary per quarter in the plan. A few days after the end of the investment quarter the shares are purchased on the market at fair market value
and transferred to the employees. Thereby the amount invested during the quarter plus the step-up from adidas is used. These shares can
be sold at any time by the employee. If the shares are held for a period of one year after the last day of an investment quarter, employees
will receive one-time free matching shares (one matching share for every six adidas AG shares acquired). This plan currently constitutes an
equity-settled share-based payment for both elements. For the specific period of service of the matching shares an appropriate discount is
taken into account.The effects for 2016 are presented in the following table:
177
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
STOCK PURCHASE PLAN
Dec. 31, 2016
Grant date
October 1, 2016
Share price at grant date (in €)
157.40
Share price as at December 31, 2016 (in €)
150.15
Number of granted investment shares based on the share price as at December 31, 2016
24,665
Outstanding granted matching shares based on the share price as at December 31, 2016
4,110
Expenses recognised relating to investment shares (€ in millions)
0.6
Expenses recognised relating to vesting of matching shares (€ in millions)
0.1
Average remaining vesting period in months as at December 31
12
As at December 31, 2016, a total amount of € 3 million was invested by the participants in the stock purchase plan and has been included in
‘Other current financial liabilities’. see Note 19
28 — NON-CONTROLLING INTERESTS
This line item within equity comprises the non-controlling interests in several subsidiaries which are not directly or indirectly attributable
to adidas AG.
Non-controlling interests are assigned to two and six subsidiaries as at December 31, 2016 and 2015, respectively. see Attachment II to the
Consolidated Financial Statements (see Shareholdings of adidas AG, Herzogenaurach, p. 204) These subsidiaries were partly acquired in connection with the acquisition
of Reebok and partly through purchases or foundations in the last years.
With respect to the consolidated financial statements of adidas AG, on a single basis, no subsidiary has a material non-controlling interest.
As at December 31, 2015, signed purchase agreements which became effective as of January 2016 existed for the non-controlling interests
of Life Sport Ltd. and adidas Levant Limited. adidas acquired 34% of Life Sport Ltd. and 45% of adidas Levant Limited. In accordance with
the requirements of IAS 32, financial liabilities were recognised in the amount of the purchase prices. The difference between the purchase
prices and the non-controlling interests was directly recognised in shareholders’ equity as at December 31, 2015. The purchase price was
actually paid in 2016 and as a result included in the consolidated statement of cash flows.
For the following subsidiaries with non-controlling interests the main financial information is presented combined.
SUBSIDIARIES WITH NON-CONTROLLING INTERESTS
Legal entity name
Principle place of business
Ownership interests held by
non-controlling interests
(in %)
Dec. 31, 2016
Dec. 31, 2015
adidas Levant Limited
Lebanon
0%
45%
adidas Levant Limited – Jordan
Jordan
0%
45%
Life Sport Ltd.
Israel
Reebok India Company
India
178
15%
49%
6.85%
6.85%
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
The following table presents the main financial information on subsidiaries with non-controlling interests.
FINANCIAL INFORMATION ON SUBSIDIARIES WITH NON-CONTROLLING INTERESTS
€ in millions
Non-controlling interests
Net sales (third parties)
Net income
Net income/(loss) attributable to non-controlling interests
Dec. 31, 2016
Dec. 31, 2015
168
173
15
10
2
6
Other comprehensive income
(1)
(20)
Total comprehensive income
15
(10)
2
5
Current assets
85
98
Non-current assets
16
17
(55)
(76)
Non-current liabilities
(1)
(1)
Net assets
44
38
(17)
(8)
–
(10)
(17)
(18)
Total comprehensive income attributable to non-controlling interests
Current liabilities
Net assets attributable to non-controlling interests
Reclassification of non-controlling interests in accordance with IAS 32
Net assets attributable to non-controlling interests according to the consolidated statement of financial position
Net cash generated from/(used in) operating activities
18
7
Net cash used in investing activities
(8)
(4)
Net cash generated from financing activities
0
1
Net increase of cash and cash equivalents
10
4
2
6
Dividends paid to non-controlling interests during the year 1
1 Included in net cash generated from financing activities.
29 — LEASING AND SERVICE ARRANGEMENTS
Operating leases
adidas leases primarily retail stores as well as offices, warehouses and equipment. The contracts regarding these leases with expiration
dates of between 1 and 21 years partly include renewal options and escalation clauses. Rent expenses (continuing operations), which partly
depend on net sales, amounted to € 729 million and € 680 million for the years ending December 31, 2016 and 2015, respectively.
Future minimum lease payments for minimum lease durations on a nominal basis are as follows:
MINIMUM LEASE PAYMENTS FOR OPERATING LEASES
€ in millions
Dec. 31, 2016
Within 1 year
Between 1 and 5 years
After 5 years
Total
179
Dec. 31, 2015
688
516
1,289
1,143
523
540
2,501
2,199
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
Finance leases
adidas also leases various premises for administration and warehousing which are classified as finance leases.
The net carrying amount of these assets of € 6 million and € 8 million was included in property, plant and equipment as at December 31, 2016
and 2015, respectively. For the year ending December 31, 2016, interest expenses (continuing operations) were € 0 million (2015: € 0 million)
and depreciation expenses (continuing operations) were € 4 million (2015: € 4 million).
Minimum lease payments for finance leases in 2016 include land leases with a remaining lease term of 96 years. The minimum lease
payments under these contracts amount to € 12 million. The estimated amount representing interest is € 10 million and the present value
amounts to € 2 million.
The net present values and the minimum lease payments under these contracts over their remaining terms up to 2019 and the land leases
with a remaining lease term of 96 years are as follows:
MINIMUM LEASE PAYMENTS FOR FINANCE LEASES
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Within 1 year
3
3
Between 1 and 5 years
1
3
12
12
Lease payments falling due:
After 5 years
16
18
Less: estimated amount representing interest
Total minimum lease payments
(10)
(9)
Present value of minimum lease payments
6
9
Within 1 year
3
3
Between 1 and 5 years
1
3
After 5 years
2
3
Thereof falling due:
Service arrangements
adidas has outsourced certain logistics and information technology functions, for which it has entered into long-term contracts. Financial
commitments under these contracts mature as follows:
FINANCIAL COMMITMENTS FOR SERVICE ARRANGEMENTS
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Within 1 year
134
97
Between 1 and 5 years
233
253
After 5 years
Total
18 0
0
0
366
349
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
30 — FINANCIAL INSTRUMENTS
Additional disclosures on financial instruments
CARRYING AMOUNTS OF FINANCIAL INSTRUMENTS AS AT DECEMBER 31, 2016, ACCORDING TO CATEGORIES OF IAS 39
AND THEIR FAIR VALUES
€ in millions
Category
according to
IAS 39
Carrying
amount
Dec. 31, 2016
Measurement according to IAS 39
Amortised
cost
Fair value
recognised
in equity
Fair value
recognised
in net income
Measurement
according to
IAS 17
Fair value
Dec. 31, 2016
Financial assets
Cash and cash equivalents
Short-term financial assets
Accounts receivable
n.a.
1,510
FAHfT
5
LaR
2,200
1,510
1,510
5
5
2,200
2,200
Other current financial assets
n.a.
325
FAHfT
44
44
44
Promissory notes
AfS
15
15
15
Other financial assets
LaR
345
Derivatives being part of a hedge
Derivatives not being part of a hedge
325
325
345
345
Long-term financial assets
FAHfT
81
Available-for-sale financial assets
AfS
102
64
Loans
LaR
10
10
Other equity investments
81
81
39
102
10
Other non-current financial assets
n.a.
15
FAHfT
17
17
17
Promissory notes
AfS
30
30
30
Other financial assets
LaR
34
34
34
LaR
– – – Bank borrowings
FLAC
379
379
379
Private placements
FLAC
– – – Eurobond
FLAC
– – – Convertible bond
FLAC
257
257
476
Accounts payable
FLAC
2,496
2,496
2,496
Current accrued liabilities
FLAC
704
704
704
Derivatives being part of a hedge
Derivatives not being part of a hedge
Assets classified as held for sale
15
15
Financial liabilities
Short-term borrowings
Other current financial liabilities
n.a.
87
FLHfT
24
24
n.a.
7
7
FLAC
81
n.a.
3
Bank borrowings
FLAC
– – Private placements
FLAC
– – – Eurobond
FLAC
982
982
1,048
Convertible bond
FLAC
– – – FLAC
9
9
9
Derivatives being part of a hedge
Derivatives not being part of a hedge
Earn-out components
Other financial liabilities
Finance lease obligations
87
87
24
7
81
81
3
3
Long-term borrowings
Non-current accrued liabilities
– Other non-current financial liabilities
Derivatives being part of a hedge
Derivatives not being part of a hedge
Earn-out components
Other financial liabilities
Finance lease obligations
Liabilities classified as held for sale
n.a.
2
FLHfT
1
n.a.
15
FLAC
0
n.a.
4
FLAC
– Thereof: aggregated by category according to IAS 39
Financial assets at fair value through profit or loss
Thereof: designated as such upon initial recognition (Fair Value Option – FVO)
Thereof: Held for Trading (FAHfT)
Loans and Receivables (LaR)
Available-for-Sale Financial Assets (AfS)
Financial Liabilities Measured at Amortised Cost (FLAC)
Financial Liabilities at fair value through profit or loss Held for Trading (FLHfT)
148
−
148
2,590
148
4,909
24
181
2
2
1
1
15
15
0
0
4
– 4
– 4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
CARRYING AMOUNTS OF FINANCIAL INSTRUMENTS AS AT DECEMBER 31, 2015, ACCORDING TO CATEGORIES OF IAS 39
AND THEIR FAIR VALUES
€ in millions
Category
according to
IAS 39
Carrying
amount
Dec. 31, 2015
Measurement according to IAS 39
Amortised
cost
Fair value
recognised
in equity
Fair value
recognised
in net income
Measurement
according to
IAS 17
Fair value
Dec. 31, 2015
Financial assets
Cash and cash equivalents
Short-term financial assets
Accounts receivable
n.a.
1,365
FAHfT
5
LaR
2,049
1,365
1,365
5
5
2,049
2,049
Other current financial assets
Derivatives being part of a hedge
Derivatives not being part of a hedge
Other financial assets
n.a.
179
FAHfT
28
LaR
160
179
179
28
28
160
160
Long-term financial assets
Other equity investments
FAHfT
81
Available-for-sale financial assets
AfS
58
22
81
Loans
LaR
1
1
81
36
58
1
Other non-current financial assets
Derivatives being part of a hedge
Derivatives not being part of a hedge
n.a.
2
FAHfT
20
2
2
20
20
42
42
Promissory notes
AfS
42
Other financial assets
LaR
36
36
36
LaR
0
0
0
Bank borrowings
FLAC
229
229
229
Private placements
FLAC
138
138
138
Eurobond
FLAC
– – – Convertible bond
FLAC
– – – Accounts payable
FLAC
2,024
2,024
2,024
Current accrued liabilities
FLAC
596
596
596
Assets classified as held for sale
Financial liabilities
Short-term borrowings
Other current financial liabilities
Derivatives being part of a hedge
n.a.
36
FLHfT
25
FLAC
79
n.a.
3
Bank borrowings
FLAC
– – Private placements
FLAC
– – – Eurobond
FLAC
981
981
997
Convertible bond
FLAC
483
483
629
FLAC
14
14
14
Derivatives not being part of a hedge
Other financial liabilities
Finance lease obligations
36
36
25
25
79
79
3
3
Long-term borrowings
Non-current accrued liabilities
– Other non-current financial liabilities
Derivatives being part of a hedge
Derivatives not being part of a hedge
Finance lease obligations
n.a.
– FLHfT
0
n.a.
6
n.a.
21
thereof: other financial liabilities
n.a.
12
Liabilities classified as held for sale
FLAC
0
Earn-out components
Thereof: aggregated by category according to IAS 39
Financial assets at fair value through profit or loss
Thereof: designated as such upon initial recognition (Fair Value Option – FVO)
Thereof: Held for Trading (FAHfT)
Loans and Receivables (LaR)
Available-for-Sale Financial Assets (AfS)
Financial Liabilities Measured at Amortised Cost (FLAC)
Financial Liabilities at fair value through profit or loss Held for Trading (FLHfT)
133
−
133
2,246
100
4,543
26
182
– 0
0
6
0
6
21
21
12
12
0
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
FAIR VALUE HIERARCHY OF FINANCIAL INSTRUMENTS ACCORDING TO IFRS 13 AS AT DECEMBER 31, 2016
€ in millions
Fair value
Dec. 31, 2016
Short-term financial assets
Level 1
Level 2
5
5
339
339
Level 3
Derivative financial instruments
Derivatives being part of a hedge
Derivatives not being part of a hedge
Long-term financial assets
62
62
184
39
145
190
Promissory notes
45
Financial assets
636
445
45
Short-term borrowings
855
855
Derivatives being part of a hedge
89
89
Derivatives not being part of a hedge
24
Derivative financial instruments
Long-term borrowings
1,048
Earn-out components
24
1,048
22
Financial liabilities
2,039
22
1,048
969
22
Level 1 is based on quoted prices in active markets for identical assets or liabilities.
Level 2 is based on inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices).
Level 3 is based on inputs for the asset or liability that are not based on observable market data (unobservable inputs).
FAIR VALUE HIERARCHY OF FINANCIAL INSTRUMENTS ACCORDING TO IFRS 13 AS AT DECEMBER 31, 2015
€ in millions
Fair value
Dec. 31, 2015
Short-term financial assets
Level 1
Level 2
5
5
181
181
Level 3
Derivative financial instruments
Derivatives being part of a hedge
Derivatives not being part of a hedge
Long-term financial assets
47
47
139
36
102
145
Promissory notes
42
Financial assets
414
269
42
Short-term borrowings
366
366
Derivatives being part of a hedge
36
36
Derivatives not being part of a hedge
26
Derivative financial instruments
Long-term borrowings
1,626
Earn-out components
26
1,626
21
Financial liabilities
2,075
21
1,626
428
Level 1 is based on quoted prices in active markets for identical assets or liabilities.
Level 2 is based on inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices).
Level 3 is based on inputs for the asset or liability that are not based on observable market data (unobservable inputs).
1 83
21
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
RECONCILIATION OF FAIR VALUE HIERARCHY LEVEL 3 IN 2016
€ in millions
Fair value
Jan. 1, 2016
Additions
Disposals
Gains
Losses
Currency
translation
Fair value
Dec. 31, 2016
Long-term
This category relates to an 8.33% investment in FC Bayern
financial assets München AG of € 81 million. Dividends are distributed by
FC Bayern München AG instead of regular interest payments.
These dividends are recognised in other financial income.
81
– – 1
– – 81
Promissory
notes
On January 23, 2015, adidas signed a definitive agreement to
sell the Rockport operating segment which was divested on
July 31, 2015. The transaction included contingent promissory
notes. The discounted cash flow method is applied. The fair
value adjustment is recognised in discontinued operations.
42
– – 2
– 1
45
Investments
in other equity
instruments
The change in fair value refers to recognised impairment
losses resulting due to one or more events where objective
evidence of an impairment was identified, considering
expectations regarding future business development. The
impairment is recognised in other financial result.
22
47
–
–
(5)
–
64
Earn-out
components
The acquisition of Runtastic includes earn-out components which are measured based on the discounted cash
flow method. The earn-out components are dependent on
retention of the Runtastic management as well as on the
achievement of certain performance measures over the first
three years after the acquisition. The fair value adjustment
refers to accretion and is recognised in interest result.
21
– – – 1
– 22
Fair value
Jan. 1, 2015
Additions
Disposals
Gains
Losses
Fair value
Dec. 31, 2015
RECONCILIATION OF FAIR VALUE HIERARCHY LEVEL 3 IN 2015
€ in millions
Long-term
This category relates to an 8.33% investment in FC Bayern München AG of
financial assets € 81 million. Dividends are distributed by FC Bayern München AG instead
of regular interest payments. These dividends are recognised in other
financial income.
80
– – 1
– 81
Promissory
notes
On January 23, 2015, adidas signed a definitive agreement to sell the
Rockport operating segment which was divested on July 31, 2015. The
transaction included contingent promissory notes. The discounted cash
flow method is applied. The fair value adjustment is recognised in discontinued operations.
– 42
– – – 42
Investments
in other equity
instruments
The change in fair value refers to recognised impairment losses resulting
due to one or more events where objective evidence of an impairment was
identified, considering expectations regarding future business development. The impairment is recognised in other financial result.
–
23
–
–
(1)
22
Earn-out
components
The acquisition of Runtastic includes earn-out components which are
measured based on the discounted cash flow method. The earn-out
components are dependent on retention of the Runtastic management
as well as on the achievement of certain performance measures over the
first three years after the acquisition. The fair value adjustment refers to
accretion and is recognised in interest result.
– 21
– – – 21
Due to the short-term maturities of cash and cash equivalents, short-term financial assets, accounts receivable and payable as well as
other current financial receivables and payables, their respective fair values equal their carrying amount.
The fair values of non-current financial assets and liabilities are estimated by discounting expected future cash flows using current interest
rates for debt of similar terms and remaining maturities and adjusted by a company-specific credit risk premium.
Fair values of long-term financial assets classified as ‘Available-for-sale’ are based on quoted market prices in an active market or are
calculated as present values of expected future cash flows.
The fair values of currency options, forward exchange contracts and commodity futures are determined on the basis of market conditions
at the balance sheet date. The fair value of a currency option is determined using generally accepted models to calculate option prices. The
fair market value of an option is influenced not only by the remaining term of the option, but also by other determining factors such as the
actual foreign exchange rate and the volatility of the underlying foreign currency base.
In accordance with IFRS 13, the following tables show the valuation methods used in measuring Level 1, Level 2 and Level 3 fair values, as
well as the significant unobservable inputs used.
18 4
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
FINANCIAL INSTRUMENTS LEVEL 1 NOT MEASURED AT FAIR VALUE
Type
Valuation method
Significant unobservable inputs
Category
Convertible bond
The fair value is based on the market price of the convertible bond as at December 31, 2016.
Not applicable
FLAC
Eurobond
The fair value is based on the market price of the Eurobond as at December 31, 2016.
Not applicable
FLAC
FINANCIAL INSTRUMENTS LEVEL 2 MEASURED AT FAIR VALUE
Type
Valuation method
Significant unobservable inputs
Category
Short-term financial
assets
The discounted cash flow method is applied, which considers the present value of expected
payments, discounted using a risk-adjusted discount rate. Due to their short-term maturities, it is assumed that their respective fair value is equal to the notional amount.
Not applicable
FAHfT
Available-for-sale
financial assets
The fair value is based on the market price of the assets as at December 31, 2016.
Not applicable
AfS
Forward exchange
contracts
For EUR/USD, EUR/CNH, USD/CNH, EUR/GBP, GBP/USD, EUR/JPY and USD/JPY adidas
applies the par method, which uses actively traded forward rates. For the other currency
pairs, the zero coupon method is applied. The zero method is a model for the determination
of forward rates based on deposit and swap interest rates.
Not applicable
n.a. respectively FAHfT
Currency options
adidas applies the Garman-Kohlhagen model, which is an extended version of the BlackScholes model.
Not applicable
n.a. respectively FAHfT
Commodity futures
The fair value is determined based on commodity forward curves, discounted by deposit and
swap interest rates.
Not applicable
n.a. respectively FAHfT
FINANCIAL INSTRUMENTS LEVEL 2 NOT MEASURED AT FAIR VALUE
Type
Valuation method
Significant unobservable inputs
Category
Private placements
The discounted cash flow method is applied, which considers the present value of expected
payments, discounted using a risk-adjusted discount rate.
Not applicable
FLAC
FINANCIAL INSTRUMENTS LEVEL 3 MEASURED AT FAIR VALUE
Type
Valuation method
Significant
unobservable inputs
Investment in FC
Bayern München AG
This equity security does not have a quoted market price in
an active market. Existing contractual arrangements (based
on the externally observable dividend policy of FC Bayern
München AG) are used in order to calculate the fair value as
at December 31, 2016.
See column
‘Valuation
method’
Promissory notes
The discounted cash flow method is applied, which
considers the present value of expected payments,
discounted using a risk-adjusted discount rate. The
expected payments are determined by considering the
possible scenarios of forecasted dividends, the amount to
be paid under each scenario and the probability of each
scenario.
Risk-adjusted
discount rate
Investments in other
equity instruments
These equity instruments do not have a quoted market
price in an active market. Existing contractual arrangements are used in order to calculate the fair value as at
December 31, 2016.
See column
‘Valuation
method’
Earn-out components The discounted cash flow method is applied, which
considers the present value of expected payments,
discounted using a risk-adjusted discount rate.
Risk-adjusted
discount rate
1 85
Inter-relationship between significant
unobservable inputs and fair value measurement
Category
FAHfT
The estimated fair value would increase
(decrease) if the dividends were higher
(lower) or the risk-adjusted discount
rate was lower (higher).
AfS
AfS
The estimated fair value would increase
(decrease) if EBITDA were higher
(lower) or the risk-adjusted discount
rate were lower (higher).
n.a.
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
NET GAINS/(LOSSES) ON FINANCIAL INSTRUMENTS RECOGNISED IN THE CONSOLIDATED INCOME STATEMENT
€ in millions
Financial assets or financial liabilities at fair value through profit or loss
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
1
1
Thereof: designated as such upon initial recognition
–
–
Thereof: classified as held for trading
1
1
Loans and receivables
(35)
(16)
Available-for-sale financial assets
(3)
(1)
Financial liabilities measured at amortised cost
15
10
Net gains or losses on financial assets or financial liabilities held for trading include the effects from fair value measurements of the derivatives
that are not part of a hedging relationship, and changes in the fair value of other financial instruments as well as interest payments.
Net gains or losses on loans and receivables comprise mainly impairment losses and reversals.
Net gains or losses on financial liabilities measured at amortised cost include effects from early settlement and reversals of accrued
liabilities.
The disclosures required by IFRS 7 ‘Financial Instruments: Disclosures’, paragraphs 13A to 13F (‘Offsetting financial assets and financial
liabilities’) as well as 31 to 42 (‘Nature and Extent of Risks arising from Financial Instruments’) can be found in Note 07 and the Group
Management Report. see Risk and Opportunity Report, p. 118
Financial instruments for the hedging of foreign exchange risk
adidas uses natural hedges and arranges forward exchange contracts, currency options and currency swaps to protect against foreign
exchange risk. As at December 31, 2016, adidas had outstanding currency options with premiums paid totalling an amount of € 15 million
(2015: € 0 million). The effective part of the currency hedges is directly recognised in hedging reserves and as part of the acquisition costs
of inventories, respectively, and posted into the income statement at the same time as the underlying secured transaction is recorded. An
amount of positive € 9 million after taxes (2015: negative € 1 million) for currency options and an amount of positive € 226 million after taxes
(2015: positive € 112 million) for forward exchange contracts were recorded in hedging reserves. Currency option premiums impacted net
income in the amount of € 2 million in 2016 (2015: € 1 million).
The total time value of the currency options not being part of a hedge in an amount of positive € 7 million (2015: positive € 0 million) was
recorded in the income statement in 2016. In 2016, due to a change in the exposure, some of the currency hedges were terminated and consequently an amount of negative € 1 million was reclassified from hedging reserves to the income statement.
In the years ending December 31, 2016 and 2015, hedging instruments related to product sourcing were bought to hedge a total net amount
of US $ 6.5 billion and US $ 6.2 billion, respectively.
The notional amounts of all outstanding currency hedging instruments, which are mainly related to cash flow hedges, are summarised in
the following table:
NOTIONAL AMOUNTS OF ALL OUTSTANDING CURRENCY HEDGING INSTRUMENTS
€ in millions
Forward exchange contracts
Currency options
Total
Dec. 31, 2016
Dec. 31, 2015
11,750
8,926
459
59
12,209
8,985
The comparatively high amount of forward exchange contracts is primarily due to currency swaps for liquidity management purposes and
hedging transactions.
18 6
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Statement of Financial Position
Of the total amount of outstanding hedges, the following contracts related to the US dollar (i.e. the biggest single exposure of product sourcing):
NOTIONAL AMOUNTS OF OUTSTANDING US DOLLAR HEDGING INSTRUMENTS
€ in millions
Forward exchange contracts
Currency options
Total
Dec. 31, 2016
Dec. 31, 2015
6,156
4,286
405
0
6,561
4,286
The fair value of all outstanding currency hedging instruments is as follows:
FAIR VALUES
€ in millions
Dec. 31, 2016
Forward exchange contracts
Currency options
Total
Dec. 31, 2015
Positive
fair value
Negative
fair value
Positive
fair value
Negative
fair value
362
(112)
204
(59)
19
(1)
0
(1)
381
(113)
204
(60)
A total net fair value of positive € 240 million (2015: positive € 146 million) for forward exchange contracts related to hedging instruments
falling under hedge accounting as per definition of IAS 39 ‘Financial Instruments: Recognition and Measurement’ was recorded in the
hedging reserve. The remaining net fair value of positive € 18 million (2015: negative € 2 million), mainly related to currency swaps for
liquidity management purposes and to forward exchange contracts hedging intercompany dividend receivables, was recorded in the income
statement. The total fair value of positive € 18 million (2015: negative € 1 million) for outstanding currency options related to cash flow
hedges. This consists of a positive time value of € 9 million (2015: positive € 1 million) and of a negative time value of € 1 million (2015:
negative € 0 million) and furthermore includes an intrinsic value of the options in an amount of € 10 million.
The fair value adjustments of outstanding cash flow hedges for forecasted sales are reported in the income statement when the forecasted
sales transactions are recorded. The vast majority of these transactions are forecasted to occur in 2017. At the balance sheet date, inventories
were adjusted without affecting the consolidated income statement by positive € 12 million (2015: positive € 26 million) which will be recognised in the consolidated income statement at the expected realisation of the hedged item in 2017.
In the hedging reserve, a negative amount of € 92 million (2015: negative € 56 million) is included for hedging the currency risk of net investments in foreign entities, mainly for the subsidiaries LLC “adidas, Ltd.” and adidas Sports (China) Co. Ltd. This reserve will remain until the
investment in the foreign entity has been sold. As at December 31, 2016, no ineffective part of the hedges was recorded in the income statement.
In order to determine the fair values of its derivatives that are not publicly traded, adidas uses generally accepted quantitative financial
models based on market conditions prevailing at the balance sheet date.
In 2016, the fair values of the most material currency pairs (EUR/USD, EUR/CNH, USD/CNH, EUR/GBP, GBP/USD, EUR/JPY and USD/JPY)
were determined applying the ‘par method’, which uses actively traded forward rates. For the other currency pairs the zero coupon method
is applied.
187
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Income Statement
NOTES TO THE CONSOLIDATED INCOME STATEMENT
All figures related to the 2016 and 2015 financial years in the ‘Notes to the consolidated income statement’ refer to the company’s continuing
operations unless otherwise stated.
31 — OTHER OPERATING INCOME
Other operating income consists of the following:
OTHER OPERATING INCOME
€ in millions
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Income from release of accrued liabilities and other provisions
55
50
Income from accounts receivable previously written off
3
4
Gains from disposal of fixed assets
4
1
Reversals of impairment losses for intangible and tangible assets
2
1
Income from the early termination of promotion and advertising contracts
69
–
Income from the divestiture of the Mitchell & Ness business
39
–
Sundry income
Other operating income
94
42
266
96
For further information about the line item ‘Income from the divestiture of the Mitchell & Ness business’ see Note 04
Sundry income mainly relates to income from cost reimbursements.
32 — OTHER OPERATING EXPENSES
Other operating expenses include expenses for sales, marketing, research and development, as well as for logistics and central administration
less any income from government grants, if applicable. In addition, other operating expenses include impairment losses as well as depreciation
of tangible assets and amortisation of intangible assets (except goodwill impairment losses), with the exception of depreciation and amortisation
which is included in the cost of sales.
Expenditure for marketing investments is a material component of other operating expenses. The expenditure for marketing investments
consists of promotion and communication spending such as promotion contracts, advertising, events and other communication activities.
However, it does not include marketing overhead expenses, which are presented in marketing overheads. In 2016, expenditure for marketing
investments accounted for 24% (2015: 26%) of the total other operating expenses.
Expenses for central administration include the functions IT, Finance, Legal, Human Resources, Facilities & Services as well as General
Management.
Depreciation and amortisation expense for tangible and intangible assets (except goodwill impairment losses) and impairment losses
were € 392 million and € 357 million for the years ending December 31, 2016 and 2015, respectively. Thereof, € 4 million and € 3 million were
recorded within the cost of sales as they are directly assigned to the production costs.
18 8
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Income Statement
Income from government grants is reported as a deduction from the related expenses and amounted to € 23 million in 2016 (2015: € 5 million).
OTHER OPERATING EXPENSES
€ in millions
Expenditure for marketing investments
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
1,981
1,886
Expenditure for point-of-sale investments
540
462
Marketing overhead 1
684
554
Sales force 1
2,237
2,040
Logistics 1
967
859
Research and development 1
164
139
Central administration 1
1,690
1,350
Other operating expenses
8,263
7,289
388
354
Thereof: depreciation, amortisation and impairment losses
1 Including personnel and administration expenses.
33 — COST BY NATURE
Expenses are presented by function according to the ‘cost of sales method’ in the income statement. Supplementary information on the
expenses by nature is detailed below.
Cost of materials
The total cost of materials relating to the amount of inventories recognised as an expense during the period was € 9.776 billion and
€ 8.602 billion for the years ending December 31, 2016 and 2015, respectively.
Personnel expenses
Personnel expenses were as follows:
PERSONNEL EXPENSES
€ in millions
Wages and salaries
Social security contributions
Pension expenses
Personnel expenses
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
2,238
1,921
206
187
89
76
2,532
2,184
Personnel expenses are primarily included within other operating expenses. Personnel expenses which are directly attributable to the
production costs of goods are included within the cost of sales.
189
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Income Statement
34 — FINANCIAL INCOME/FINANCIAL EXPENSES
Financial result consists of the following:
FINANCIAL INCOME
€ in millions
Interest income from financial instruments measured at amortised cost
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
21
19
Interest income from financial instruments at fair value through profit or loss
0
1
Interest income from non-financial assets
0
0
Net foreign exchange gains
5
25
Other
Financial income
1
1
28
46
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
FINANCIAL EXPENSES
€ in millions
Interest expense on financial instruments measured at amortised cost
70
65
Interest expense on financial instruments at fair value through profit or loss
0
0
Interest expense on other provisions and non-financial liabilities
0
0
Other
4
1
74
67
Financial expenses
Interest income from financial instruments, measured at amortised cost, mainly consists of interest income from bank deposits and loans.
Interest income/expense from financial instruments at fair value through profit or loss mainly includes interest payments from investment
funds as well as net interest payments from interest derivatives not being part of a hedging relationship. Unrealised gains/losses from fair
value measurement of such financial assets are shown in other financial income or expenses.
Interest expense on financial instruments measured at amortised cost mainly includes interest on borrowings and effects from using
the ‘effective interest method’.
Interest expense on other provisions and non-financial liabilities particularly includes effects from measurement of other provisions at
present value and interest on non-financial liabilities such as tax payables.
Other financial expenses include impairment losses on other financial assets amounting to € 4 million for the year ending December 31, 2016
(2015: € 1 million).
Information regarding the Group’s available-for-sale investments, borrowings and financial instruments is also included in these Notes. see Notes 06, 15, 18 and 30
35 — INCOME TAXES
adidas AG and its German subsidiaries are subject to German corporate and trade taxes. For the years ending December 31, 2016 and
2015, the statutory corporate income tax rate of 15% plus a surcharge of 5.5% thereon is applied to earnings. The municipal trade tax is
approximately 11.4% of taxable income.
For non-German subsidiaries, deferred taxes are calculated based on tax rates that have been enacted or substantively enacted by the
closing date.
190
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Income Statement
Deferred tax assets and liabilities
Deferred tax assets and liabilities are offset if they relate to the same fiscal authority. The following deferred tax assets and liabilities,
determined after appropriate offsetting, are presented in the consolidated statement of financial position:
DEFERRED TAX ASSETS/LIABILITIES
€ in millions
Dec. 31, 2016
Deferred tax assets
Dec. 31, 2015
732
637
(387)
(368)
345
269
€ in millions
2016
2015
Deferred tax assets, net as at January 1
269
186
Deferred tax liabilities
Deferred tax assets, net
The movement of deferred taxes is as follows:
MOVEMENT OF DEFERRED TAXES
Deferred tax income
56
86
Change in consolidated companies 1
1
(14)
Change in deferred taxes on assets classified as held for sale 2
0
7
Change in deferred taxes attributable to remeasurements of defined benefit plans recorded in
other comprehensive income 3
21
(3)
Change in deferred taxes attributable to the change in the effective portion of the fair value of
qualifying hedging instruments recorded in other comprehensive income 4
(2)
30
0
(23)
345
269
Currency translation differences
Deferred tax assets, net as at December 31
1 See Note 04.
2 See Notes 03 and 11.
3 See Note 24.
4 See Note 30.
Gross company deferred tax assets and liabilities after valuation allowances, but before appropriate offsettings, are attributable to the items
detailed in the table below:
DEFERRED TAXES
€ in millions
Dec. 31, 2016
Dec. 31, 2015
Non-current assets
202
216
Current assets
193
183
Accrued liabilities and provisions
334
276
Accumulated tax loss carry-forwards
76
56
Deferred tax assets
805
731
Non-current assets
346
348
Current assets
68
80
Accrued liabilities and provisions
46
34
Deferred tax liabilities
460
462
Deferred tax assets, net
345
269
Deferred tax assets are recognised only to the extent that the realisation of the related benefit is probable. For the assessment of probability,
in addition to past performance and the respective prospects for the foreseeable future, appropriate tax structuring measures are also taken
into consideration.
1 91
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Income Statement
Deferred tax assets for which the realisation of the related tax benefits is not probable increased from € 653 million to € 731 million for
the year ending December 31, 2016. These amounts mainly relate to tax losses carried forward and unused foreign tax credits of the US tax
group, which begin to expire in 2026. The remaining unrecognised deferred tax assets relate to subsidiaries operating in markets where the
realisation of the related tax benefit is not considered probable.
adidas does not recognise deferred tax liabilities for unremitted earnings of non-German subsidiaries to the extent that they are expected
to be permanently invested in international operations. These earnings, the amount of which cannot be practicably computed, could become
subject to additional tax if they were remitted as dividends or if the company were to sell its shareholdings in the subsidiaries.
Tax expenses
Tax expenses are split as follows:
INCOME TAX EXPENSES
€ in millions
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Current tax expenses
482
439
Deferred tax income
(56)
(86)
Income tax expenses
426
353
The deferred tax income includes tax income of € 29 million in total (2015: € 111 million) related to the origination and reversal of temporary
differences.
The company’s effective tax rate differs from an assumed tax rate of 30% for the year ending December 31, 2016 as follows:
TAX RATE RECONCILIATION
Year ending Dec. 31, 2016
€ in millions
Expected income tax expenses
in %
Year ending Dec. 31, 2015
€ in millions
in %
434
30.0
312
30.0
(160)
(11.0)
(139)
(13.4)
48
3.3
35
3.4
0
0.0
10
1.0
Losses for which benefits were not recognisable and changes in valuation allowances
51
3.5
95
9.2
Changes in tax rates
(8)
(0.5)
(21)
(2.0)
Tax rate differentials
Non-deductible expenses
Goodwill impairment losses
Other, net
Withholding tax expenses
Income tax expenses
0
0.0
2
0.1
365
25.3
294
28.3
61
4.2
59
5.7
426
29.5
353
34.0
For 2016 the effective tax rate is 29.5%. For 2015, the effective tax rate was affected by non-tax-deductible goodwill impairment losses.
Excluding the goodwill impairment losses, the effective tax rate in 2015 was 32.9%.
For 2016, the line item ‘Losses for which benefits were not recognisable and changes in valuation allowances’ mainly relates to changes in
valuation allowances for Brazil. For 2015, this line item mainly related to changes in valuation allowances of the US tax group.
For 2016 and 2015, the line item ‘Changes in tax rates’ mainly reflects a UK tax rate reduction effective in 2016 and 2015, respectively.
192
4
Consolidated F inancial Statements
Notes – Notes to the Consolidated Income Statement
36 — EARNINGS PER SHARE
Basic earnings per share are calculated by dividing the net income from continuing operations attributable to shareholders by the weighted
average number of shares outstanding during the year, excluding ordinary shares purchased by adidas and held as treasury shares.
It is necessary to include 6.0 million potential dilutive shares arising from the convertible bond issuance in March 2012 in the calculation
of diluted earnings per share in 2016 as due to the potential dilutive shares a dilutive effect resulted as at the balance sheet date. see Note 18
The average share price reached € 124.57 per share during 2016 and thus exceeded the conversion price of € 81.57 per share. As a consequence of contractual provisions relating to dividend protection, the conversion price was adjusted from € 82.00 to € 81.57 per share. This
adjustment became effective on May 13, 2016.
EARNINGS PER SHARE
Continuing operations
Net income from continuing operations (€ in
millions)
Net income attributable to non-controlling
interests (€ in millions)
Net income attributable to shareholders (€ in
millions)
Weighted average number of shares
Basic earnings per share (in €)
Net income attributable to shareholders (€ in
millions)
Interest expense on convertible bond, net of taxes
(€ in millions)
Net income used to determine diluted earnings
per share (€ in millions)
Weighted average number of shares
Weighted assumed conversion of the convertible
bond
Weighted average number of shares for diluted
earnings per share
Diluted earnings per share (in €)
Discontinued operations
Total
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
1,019
686
–
–
–
–
2
6
–
–
–
–
1,016
680
1
(46)
1,017
634
200,188,276
201,536,418
200,188,276
201,536,418
200,188,276
201,536,418
5.08
3.37
0.01
(0.23)
5.08
3.15
1,016
680
1
(46)
1,017
634
12
–
–
–
12
–
1,028
680
1
(46)
1,029
634
200,188,276
201,536,418
200,188,276
201,536,418
200,188,276
201,536,418
5,958,632
–
5,958,632
–
5,958,632
-
206,146,908
201,536,418
206,146,908
201,536,418
206,146,908
201,536,418
4.99
3.37
0.01
(0.23)
4.99
3.15
For further information on basic and diluted earnings per share from discontinued operations see Note 03
193
4
Consolidated F inancial Statements
Notes – Additional Information
ADDITIONAL INFORMATION
37 — SEGMENTAL INFORMATION
adidas operates predominantly in one industry segment – the design, distribution and marketing of athletic and sports lifestyle products.
As at December 31, 2016, following the company’s internal management reporting by markets and in accordance with the definition of
IFRS 8 ‘Operating Segments’, 13 operating segments were identified: Western Europe, North America, Greater China, Russia/CIS, Latin
America, Japan, Middle East, South Korea, Southeast Asia/Pacific, TaylorMade-adidas Golf, CCM Hockey, Runtastic and Other centrally
managed businesses. Due to the divestiture of the Rockport operating segment on July 31, 2015, income and expenses of the Rockport
operating segment were reported as discontinued operations as at December 31, 2015. see Note 03 The markets Middle East, South Korea
and Southeast Asia/Pacific were aggregated to the segment MEAA (’Middle East, Africa and other Asian markets’). According to the criteria
of IFRS 8 for reportable segments, the business segments Western Europe, North America, Greater China, Russia/CIS, Latin America, Japan
and MEAA are reported separately. The remaining operating segments are aggregated under Other Businesses due to their only subordinate materiality. Historic and estimated future economic indicators that have been assessed in determining that the aggregated operating
segments share similar characteristics were profitability characteristics on net margin and contribution level, Gross Domestic Product (GDP)
growth rates as well as consumer price inflation.
Each market comprises all wholesale, retail and e-commerce business activities relating to the distribution and sale of products of the
adidas and Reebok brands to retail customers and end consumers.
The operating segment TaylorMade-adidas Golf comprises the brands TaylorMade, adidas Golf, Adams Golf and Ashworth.
CCM Hockey designs, produces and distributes ice hockey equipment such as sticks, skates and protection gear. In addition, CCM Hockey
designs, produces and distributes apparel mainly under the brand name CCM.
Runtastic operates in the digital health and fitness space. The company provides a comprehensive ecosystem for tracking and managing
health and fitness data.
Other centrally managed businesses primarily includes the business activities of the labels Y-3 and Porsche Design Sport by adidas as
well as the business activities of the brand Five Ten in the outdoor action sports sector. Furthermore, the segment also comprises Inter­
national Clearance Management.
Certain centralised Group functions do not meet the definition of IFRS 8 for an operating segment. This includes functions such as Global
Brands and Global Sales (central brand and distribution management for the brands adidas and Reebok), central treasury, global sourcing
as well as other headquarter functions. Assets, liabilities, income and expenses relating to these corporate functions are presented together
with other non-allocable items and intersegment eliminations in the reconciliations.
The chief operating decision maker for adidas has been defined as the entire Executive Board of adidas AG.
There are no intersegment sales between the reportable segments. Accounting and valuation policies applied for reporting segmental
information are the same as those used for the adidas Group. see Note 02
The results of the operating segments are reported in the line item ‘Segmental operating profit’. This is defined as gross profit minus
other operating expenses plus royalty and commission income and other operating income attributable to the segment or group of segments,
however without considering headquarter costs and central expenditure for marketing investments.
Segmental assets include accounts receivable as well as inventories. Only these items are reported to the chief operating decision maker
on a regular basis. Depreciation, amortisation, impairment losses (except for goodwill) and reversals of impairment losses as well as capital
expenditures for tangible and intangible assets are part of the segmental reporting, even though segmental assets do not contain tangible
and intangible assets. Depreciation and amortisation as well as impairment losses and reversals of impairment losses not directly attributable to a segment or a group of segments are presented under HQ/Consolidation in the reconciliations.
Segmental liabilities only contain accounts payable from operating activities as there are no other liability items reported regularly to
the chief operating decision maker.
Interest income and interest expenses as well as income taxes are not allocated to the reportable segments and are not reported separately
to the chief operating decision maker.
194
4
Consolidated F inancial Statements
Notes – Additional Information
SEGMENTAL INFORMATION I
€ in millions
Net sales (third parties) 1
2016
Segmental operating profit 1
2015
2016
2015
Segmental assets 2
2016
2015
Segmental liabilities 2
2016
2015
145
Western Europe
5,291
4,539
951
909
1,595
1,327
200
North America
3,412
2,753
214
69
1,273
891
117
96
Greater China
3,010
2,469
1,060
866
507
465
167
146
Russia/CIS
Latin America
679
739
105
85
284
204
6
6
1,731
1,783
227
235
757
619
73
63
Japan
1,007
776
207
147
218
233
38
34
MEAA
2,685
2,388
722
664
751
633
90
77
Other Businesses (continuing operations)
1,475
1,467
(14)
(89)
594
684
143
117
–
159
–
(18)
–
0
–
0
1,475
1,627
(14)
(107)
594
684
143
117
19,291
17,075
3,471
2,869
5,978
5,056
834
683
Other Businesses (discontinued operations)
Other Businesses (total)
Total
1 Year ending December 31.
2 At December 31.
SEGMENTAL INFORMATION II
€ in millions
Capital expenditure 1
2016
2015
Depreciation and amortisation 1
2016
2015
Impairment losses and reversals
of impairment losses 1
2016
2015
Western Europe
76
63
40
33
1
4
North America
87
32
21
21
2
7
Greater China
97
76
52
43
2
1
Russia/CIS
47
16
21
24
0
2
Latin America
48
30
22
22
0
2
Japan
14
13
13
10
1
0
MEAA
60
35
31
27
1
1
Other Businesses (continuing operations)
12
18
26
20
1
1
Other Businesses (discontinued operations)
Other Businesses (total)
Total
–
4
–
4
–
(0)
12
22
26
24
1
1
442
287
225
204
8
18
1 Year ending December 31.
Reconciliations
The following tables include reconciliations of segmental information to the aggregate numbers of the consolidated financial statements,
taking into account items which are not directly attributable to a segment or a group of segments.
NET SALES (THIRD PARTIES)
€ in millions
Reportable segments
Other Businesses
Reclassification to discontinued operations
Total
195
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
17,816
15,448
1,475
1,627
–
(159)
19,291
16,915
4
Consolidated F inancial Statements
Notes – Additional Information
OPERATING PROFIT
€ in millions
Operating profit for reportable segments
Operating profit for Other Businesses
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
3,485
2,975
(14)
(107)
3,471
2,869
(1,278)
(1,172)
(703)
(621)
Goodwill impairment losses
–
(34)
Reclassification to discontinued operations
–
18
1,491
1,059
Segmental operating profit
HQ/Consolidation
Central expenditure for marketing investments
Operating profit
Financial income
Financial expenses
Income before taxes
28
46
(74)
(67)
1,444
1,039
Operating profit of centralised functions which do not represent a segment, such as Global Brands and Global Sales (central brand and
distribution management for the brands adidas and Reebok), central treasury and global sourcing as well as other headquarter departments,
is shown under HQ/Consolidation.
CAPITAL EXPENDITURE
€ in millions
Reportable segments
Other Businesses
Reclassification to discontinued operations
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
430
265
12
22
–
(4)
HQ/Consolidation
209
230
Total
651
513
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
199
181
DEPRECIATION AND AMORTISATION
€ in millions
Reportable segments
Other Businesses
Reclassification to discontinued operations
26
24
–
(4)
HQ/Consolidation
147
138
Total
373
338
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Reportable segments
7
16
Other Businesses
1
1
Reclassification to discontinued operations
–
0
HQ/Consolidation
9
35
18
52
IMPAIRMENT LOSSES AND REVERSALS OF IMPAIRMENT LOSSES
€ in millions
Total
196
4
Consolidated F inancial Statements
Notes – Additional Information
ASSETS
€ in millions
Accounts receivable and inventories of reportable segments
Accounts receivable and inventories of Other Businesses
Segmental assets
Non-segmental accounts receivable and inventories
Current financial assets
Other current assets
Non-current assets
Reclassification to assets classified as held for sale
Dec. 31, 2016
Dec. 31, 2015
5,385
4,372
594
684
5,978
5,056
(15)
106
2,245
1,737
678
598
6,290
5,846
–
(0)
15,176
13,343
Dec. 31, 2016
Dec. 31, 2015
Accounts payable of reportable segments
691
566
Accounts payable of Other Businesses
143
117
Segmental liabilities
834
683
1,662
1,342
Total
LIABILITIES
€ in millions
Non-segmental accounts payable
Current financial liabilities
837
509
Other current liabilities
3,432
2,831
Non-current liabilities
1,957
2,332
Reclassification to liabilities classified as held for sale
Total
–
0
8,721
7,696
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Product information
NET SALES (THIRD PARTIES)
€ in millions
Footwear
10,135
8,519
Apparel
7,476
6,970
Hardware
1,681
1,585
Reclassification to discontinued operations
Total
197
–
(159)
19,291
16,915
4
Consolidated F inancial Statements
Notes – Additional Information
Geographical information
Net sales (third parties) are shown in the geographic market in which the net sales are realised. Non-current assets are allocated to the
geographic market based on the domicile of the respective subsidiary independent of the segmental structure and consist of tangible assets,
goodwill, trademarks, other intangible assets and other non-current assets.
GEOGRAPHICAL INFORMATION
€ in millions
Net sales (third parties)
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
Non-current assets
Dec. 31, 2016
Dec. 31, 2015
Western Europe
5,728
4,937
2,056
1,960
North America
4,131
3,620
1,197
1,177
Greater China
3,028
2,491
515
462
680
757
369
363
Russia/CIS
Latin America
1,741
1,797
288
282
Japan
1,187
947
280
193
MEAA
533
2,795
2,525
563
HQ/Consolidation
–
–
– – Reclassification to discontinued operations
–
(159)
– – 19,291
16,915
5,268
4,970
Total
With regard to Germany, Western Europe contains net sales (third parties) (continuing operations) amounting to € 1,093 million and
€ 936 million as well as non-current assets amounting to € 1,015 million and € 846 million for the years 2016 and 2015, respectively. With
regard to the USA, North America contains net sales (third parties) (continuing operations) amounting to € 3,654 million and € 3,091 million
as well as non-current assets amounting to € 1,062 million and € 967 million for the years 2016 and 2015, respectively.
38 — ADDITIONAL CASH FLOW INFORMATION
In 2016, the increase in cash generated from operating activities compared to the prior year was primarily due to an increase in income before
taxes which was partly offset by higher operating working capital requirements as well as by an increase in income taxes paid.
Net cash outflow from investing activities in 2016 mainly related to spending for property, plant and equipment such as investments in the
furnishing and fitting of own-retail stores, in new office buildings and IT systems.
Cash outflows from financing activities mainly related to the dividend paid to shareholders of adidas AG and to the repurchase of treasury
shares.
As of July 31, 2015, the Rockport operating segment was divested. The following assets and liabilities were consequently derecognised
from the consolidated statement of financial position as of July 31, 2015:
IMPACT OF DIVESTITURE ON ITEMS IN THE CONSOLIDATED STATEMENT OF FINANCIAL POSITION
€ in millions
July 31, 2015
Cash and cash equivalents
(1)
Current assets
(138)
Non-current assets
(123)
Liabilities
62
Net assets
(201)
Consideration received in cash
165
Less: cash and cash equivalents disposed of
(1)
Net cash inflow
164
198
4
Consolidated F inancial Statements
Notes – Additional Information
NET CASH (USED IN)/GENERATED FROM DISCONTINUED OPERATIONS
€ in millions
Year ending
Dec. 31, 2016
Net cash (used in)/generated from operating activities
Net cash (used in) investing activities
Net cash (used in)/generated from financing activities
Net cash (used in) discontinued operations
Year ending
Dec. 31, 2015
(1)
3
– (6)
– – (1)
(3)
As of June 30, 2016, the company formally completed the divestiture of the Mitchell & Ness business see Note 04 The following assets and
liabilities were consequently derecognised from the consolidated statement of financial position as of June 30, 2016:
IMPACT OF DIVESTITURE ON ITEMS IN THE CONSOLIDATED STATEMENT OF FINANCIAL POSITION
€ in millions
June 30, 2016
Cash and cash equivalents
(2)
Current assets
(22)
Non-current assets
(8)
Liabilities
7
Net assets
(25)
Consideration received in cash
31
Less: cash and cash equivalents disposed of
(2)
Net cash inflow
29
39 — COMMITMENTS AND CONTINGENCIES
Other financial commitments
adidas has other financial commitments (continuing operations) for promotion and advertising contracts, which mature as follows:
FINANCIAL COMMITMENTS FOR PROMOTION AND ADVERTISING
€ in millions
Dec. 31, 2016
Within 1 year
Between 1 and 5 years
Dec. 31, 2015
988
982
2,585
2,593
After 5 years
2,070
2,204
Total
5,643
5,779
Commitments with respect to promotion and advertising contracts maturing after five years have remaining terms of up to 14 years from
December 31, 2016.
Compared to December 31, 2015, commitments for promotion and advertising contracts decreased mainly due to the early termination
of the existing partnership with Chelsea F.C.
Information regarding commitments under lease and service contracts is also included in these Notes. see Note 29
Litigation and other legal risks
The company is currently engaged in various lawsuits resulting from the normal course of business, mainly in connection with distribution
agreements as well as intellectual property rights. The risks regarding these lawsuits are covered by provisions when a reliable estimate of
the amount of the obligation can be made. see Note 20 In the opinion of Management, the ultimate liabilities resulting from such claims will
not materially affect the assets, liabilities, financial position and profit or loss of the Group.
In connection with the financial irregularities at Reebok India Company in 2012, various legal uncertainties were identified. The risks cannot
be assessed conclusively. However, based on legal opinions and internal assessments, Management assumes that the effects will not have
any material influence on the assets, liabilities, financial position and profit or loss of the company.
199
4
Consolidated F inancial Statements
Notes – Additional Information
40 — RELATED PARTY DISCLOSURES
According to the definitions of IAS 24 ‘Related Party Disclosures’, the Supervisory Board and the Executive Board of adidas AG have been
identified as related parties who solely receive remuneration in connection with their function as key management personnel. For information
about the remuneration of the Supervisory Board and the Executive Board of adidas AG see Note 41 and see Compensation Report, p. 32
In addition, adidas Pension Trust e.V., a registered association, is regarded as a related party. Based on a Contractual Trust Arrangement,
adidas Pension Trust e.V. manages the plan assets in the form of an administrative trust to fund and protect part of the pension obligations
of adidas AG. see Note 24 Employees, senior executives and members of the Executive Board of adidas AG can be members of the registered association. adidas AG has the right to claim a refund of pension payments from adidas Pension Trust e.V. under specific contractually
agreed conditions.
41 — OTHER INFORMATION
Employees
The average numbers of employees (continuing operations) are as follows:
EMPLOYEES
Own retail
Year ending
Dec. 31, 2016
Year ending
Dec. 31, 2015
33,478
32,249
Sales
4,243
3,955
Logistics
6,225
6,023
Marketing
5,179
4,536
Central administration
5,068
4,660
Production
1,441
1,366
Research and development
1,073
984
Information technology
1,169
1,147
57,876
54,921
Total
Accountant service fees for the auditor of the financial statements
The expenses for the audit fees comprise the expenses of adidas AG, Herzogenaurach, as well as all German subsidiaries of adidas AG. In
2016, the expenses for the professional audit service fees for the auditor KPMG AG amounted to € 1.3 million (2015: € 1.3 million).
Expenses for tax consultancy services provided by the auditor, for other confirmation services provided by the auditor and for other services
provided by the auditor amounted to € 0.1 million (2015: € 0.0 million), € 0.0 million (2015: € 0.5 million) and € 0.1 million (2015: € 0.1 million),
respectively.
Remuneration of the Supervisory Board and the Executive Board of adidas AG
Supervisory Board
Pursuant to the Articles of Association, the Supervisory Board members’ fixed annual payment amounted to € 1.3 million (2015: € 1.2 million).
Members of the Supervisory Board were not granted any loans in 2016.
Executive Board
In 2016, the overall expenditure-based compensation of the members of the Executive Board totalled € 21.2 million (2015: € 12.0 million),
€ 11.3 million thereof relates to short-term benefits (2015: € 7.4 million) and € 9.9 million to long-term benefits (2015: € 4.6 million).
Post-employment benefits (costs for accrued pension entitlements for members of the Executive Board as well as a follow-up bonus for
2016 for a resigned member of the Executive Board) totalled € 4.8 million (2015: € 1.8 million).
In 2016, former members of the Executive Board and their survivors received pension payments totalling € 3.6 million (2015: € 3.5 million).
Pension obligations relating to former members of the Executive Board and their survivors amount in total to € 75.3 million
(2015: € 55.4 million).
The benefits confirmed to a former member of the Executive Board in 2016 due to the termination of the Executive Board mandate were
recognised in the consolidated income statement and amounted to € 2.6 million.
Members of the Executive Board were not granted any loans in 2016.
Further information on disclosures according to § 314 section 1 no. 6a HGB is provided in the Compensation Report. see Compensation
Report, p. 32
2 00
4
Consolidated F inancial Statements
Notes – Additional Information
42 — INFORMATION RELATING TO THE GERMAN CORPORATE GOVERNANCE CODE
Information pursuant to § 161 German Stock Corporation Act (Aktiengesetz – AktG)
On March 3, 2016, the Executive Board and Supervisory Board of adidas AG made an intra-year change to the Declaration of Compliance in
accordance with § 161 AktG issued on February 15, 2016 and made it permanently available to the shareholders. On February 13, 2017, the
Executive Board and Supervisory Board issued the annually updated Declaration of Compliance in accordance with § 161 AktG and made it
permanently available to the shareholders. The full text of the Declaration of Compliance is available on the company’s corporate website.
43 — EVENTS AFTER THE BALANCE SHEET DATE
Company-specific subsequent events
No company-specific subsequent events are known which might have a material influence on the assets, liabilities, financial position and
profit or loss of the company.
Date of preparation
The Executive Board of adidas AG prepared and approved the consolidated financial statements for submission to the Supervisory Board
on February 17, 2017. It is the Supervisory Board’s task to examine the consolidated financial statements and give their approval and
authorisation for issue.
Herzogenaurach, February 17, 2017
The Executive Board of adidas AG
2 01
4
Consolidated F inancial Statements
Statement of Movements of Intangible and Tangible Assets
STATEMENT OF MOVEMENTS OF INTANGIBLE
AND TANGIBLE ASSETS
STATEMENT OF MOVEMENTS OF INTANGIBLE AND TANGIBLE ASSETS € IN MILLIONS
Goodwill
Trademarks
Software, patents
and concessions
1,588
1,432
730
99
164
36
– – 49
192
31
16
Transfers
– – 37
Disposals
– (0)
(2)
1,879
1,628
865
29
53
12
Additions
– – 65
Transfers to assets held for sale
– – (6)
Transfers
– 0
(2)
Disposals
(0)
– (29)
1,908
1,681
904
419
0
592
34
0
29
– 0
56
Acquisition cost
January 1, 2015
Currency effect
Additions
Increase in companies consolidated
December 31, 2015/January 1, 2016
Currency effect
December 31, 2016
Accumulated depreciation, amortisation and impairment
January 1, 2015
Currency effect
Additions
Impairment losses
34
– 0
Reversals of impairment losses
– – (0)
Transfers
– (0)
16
Disposals
– – (2)
691
December 31, 2015/January 1, 2016
487
0
Currency effect
9
0
13
Additions
– 0
64
Impairment losses
– – 10
Reversals of impairment losses
– – (0)
Transfers to assets held for sale
– – (1)
Transfers
– – (4)
Disposals
(0)
– (25)
496
1
748
January 1, 2015
1,169
1,432
138
December 31, 2015
1,392
1,628
173
December 31, 2016
1,412
1,680
157
December 31, 2016
Net carrying amount
202
4
Consolidated F inancial Statements
Statement of Movements of Intangible and Tangible Assets
Attachment I
Internally generated
software
Total intangible
assets
Land, land leases,
buildings and leasehold
improvements
Technical equipment
and machinery
Other equipment,
furniture and fixtures
Construction
in progress
Total tangible
assets
41
3,792
1,074
268
1,323
159
2,823
– 299
53
5
13
(0)
71
– 49
156
31
237
41
464
12
252
– 0
1
– 1
(33)
4
47
4
41
(96)
(4)
(0)
(3)
(11)
(7)
(113)
(3)
(134)
20
4,392
1,319
300
1,502
100
3,221
– 93
28
10
33
1
73
– 65
87
27
272
201
586
– (6)
(0)
(0)
(1)
– (1)
– (2)
(8)
13
79
(82)
2
– (29)
(31)
(25)
(175)
(2)
(233)
20
4,513
1,395
325
1,710
218
3,648
17
1,029
320
122
926
0
1,369
– 63
19
3
10
(0)
31
4
60
51
35
193
– 279
– 34
8
0
11
– 19
– (0)
(0)
– (0)
– (1)
(15)
0
– 0
0
– 0
(0)
(2)
(9)
(5)
(100)
– (114)
5
1,184
389
155
1,039
0
1,583
– 22
6
8
28
(0)
42
5
70
56
35
213
– 303
– 10
2
0
8
– 10
– (0)
(1)
– (1)
– (2)
– (1)
(0)
(0)
(0)
– (0)
– (4)
(1)
6
0
– 4
– (25)
(26)
(23)
(158)
– (207)
10
1,255
425
180
1,128
0
1,733
24
2,763
753
145
397
159
1,454
15
3,208
930
145
463
100
1,638
10
3,259
970
145
582
218
1,915
203
4
Consolidated F inancial Statements
Shareholdings
SHAREHOLDINGS
SHAREHOLDINGS OF ADIDAS AG, HERZOGENAURACH AT DECEMBER 31, 2016
Company and Domicile
Attachment II
Currency
Equity
(currency units
in thousands)
Share in capital
held by 1
in %
Germany
1
adidas Insurance & Risk Consultants GmbH 2
Herzogenaurach (Germany)
EUR
26
directly
100
2
adidas Beteiligungsgesellschaft mbH 2
Herzogenaurach (Germany)
EUR
681,990
directly
100
3
adidas CDC Immobilieninvest GmbH
Herzogenaurach (Germany)
EUR
11,541
14
100
4
adidas Verwaltungsgesellschaft mbH 3
Herzogenaurach (Germany)
EUR
4,328
89
100
5
adidas anticipation GmbH 2
Herzogenaurach (Germany)
EUR
25
directly
100
Europe (incl. Middle East and Africa)
6
adidas sport gmbh
Cham (Switzerland)
CHF
6,249
directly
100
7
adidas Austria GmbH
Klagenfurt (Austria)
EUR
6,955
directly
95.89
6
4.11
8
runtastic GmbH
Pasching (Austria)
EUR
5,055
10
100
9
adidas France S.a.r.l.
Landersheim (France)
EUR
188,185
directly
100
10
adidas International B.V.
Amsterdam (Netherlands)
EUR
6,992,628
directly
93.97
9
6.03
11
adidas International Trading B.V.
Amsterdam (Netherlands)
EUR
823,032
10
100
12
adidas International Marketing B.V.
Amsterdam (Netherlands)
EUR
51,759
10
100
13
adidas International Finance B.V.
Amsterdam (Netherlands)
EUR
54,597
10
100
14
adidas International Property Holding B.V.
Amsterdam (Netherlands)
EUR
48,200
100
100
15
adidas Infrastructure Holding B.V.
Amsterdam (Netherlands)
EUR
(23)
10
100
16
adidas Benelux B.V.
Amsterdam (Netherlands)
EUR
6,272
directly
100
17
Hydra Ventures B.V.
Amsterdam (Netherlands)
EUR
(10,108)
10
100
100
18
adidas (UK) Limited
Stockport (Great Britain)
GBP
43,356
10
19
Refuel (Brand Distribution) Limited 4
Aylesbury (Great Britain)
GBP
–
20
100
20
Reebok International Limited 8
London (Great Britain)
EUR
372,916
87
100
21
Trafford Park DC Limited
London (Great Britain)
GBP
786
15
100
22
RBK Holdings Limited 3, 8
London (Great Britain)
GBP
–
87
89
23
81
11
Reebok Pensions Management Limited 3, 8
London (Great Britain)
GBP
–
20
100
100
24
Reebok Europe Holdings
London (Great Britain)
GBP
26,248
20
25
Luta Limited 3, 8
London (Great Britain)
GBP
–
20
100
26
Taylor Made Golf Limited 10
Basingstoke (Great Britain)
GBP
(9,064)
10
100
27
Ashworth U.K. Ltd. 3, 10
Bristol (Great Britain)
GBP
–
26
100
28
adidas (Ireland) Limited
Dublin (Ireland)
EUR
2,793
10
100
29
adidas International Re DAC
Dublin (Ireland)
EUR
19,649
10
100
30
Reebok Ireland Limited 3
Dublin (Ireland)
EUR
56
28
100
31
Five Ten Europe NV 3
Lasne (Belgium)
EUR
(163)
90
100
32
adidas España S.A.U.
Zaragoza (Spain)
EUR
38,229
2
100
33
adidas Finance Spain S.A.U.
Zaragoza (Spain)
EUR
36,226
87
100
34
Global Merchandising, S.L.
Madrid (Spain)
EUR
4,261
10
100
35
adidas Italy S.p.A.
Monza (Italy)
EUR
51,328
10
100
36
adidas Portugal - Artigos de Desporto, S.A.
Lisbon (Portugal)
EUR
5,344
10
100
37
adidas Business Services Lda.
Morea de Maia (Portugal)
EUR
1,412
10
98
directly
2
38
adidas Norge AS
Lillestrøm (Norway)
NOK
27,999
directly
100
39
Reebok-CCM Hockey AS
Lillestrøm (Norway)
NOK
6,998
38
100
1
2
3
4
5
The number refers to the number of the company.
Profit and loss transfer agreement
Company with no active business
Legal owner of the shares with loss of control effective July 1, 2016
Sub-group Taylor Made Golf Co., Inc.
6 Sub-group Sports Licensed Division of the adidas Group, LLC
7 Sub-group Reebok-CCM Hockey U.S., Inc.
8 Sub-group Reebok International Limited
9 Sub-group Reebok International Ltd.
10 Sub-group Taylor Made Golf Limited
2 04
4
Consolidated F inancial Statements
Shareholdings
SHAREHOLDINGS OF ADIDAS AG, HERZOGENAURACH AT DECEMBER 31, 2016
Company and Domicile
Attachment II
Currency
Equity
(currency units
in thousands)
Share in capital
held by 1
in %
40
adidas Sverige AB
Solna (Sweden)
SEK
78,678
directly
100
41
adidas Finance Sverige AB
Solna (Sweden)
SEK
271,486
89
100
42
Reebok-CCM Hockey AB
Solna (Sweden)
SEK
60,434
40
100
43
adidas Suomi Oy
Helsinki (Finland)
EUR
1,397
10
100
44
Reebok-CCM Hockey Oy
Espoo (Finland)
EUR
3,068
10
100
45
adidas Danmark A/S
Copenhagen (Denmark)
DKK
21,905
10
100
46
adidas CR s.r.o.
Prague (Czech Republic)
CZK
130,979
directly
100
47
adidas Budapest Kft.
Budapest (Hungary)
HUF
525,592
directly
100
48
adidas Bulgaria EAD
Sofia (Bulgaria)
BGN
13,401
directly
100
49
LLC ‘adidas, Ltd.’
Moscow (Russia)
RUB
27,380,926
7
100
50
adidas Poland Sp.z o.o.
Warsaw (Poland)
PLN
53,362
directly
100
51
adidas Finance Poland S.A.
Warsaw (Poland)
PLN
97,876
87
100
52
adidas Romania S.R.L.
Bucharest (Romania)
RON
26,157
10
100
53
adidas Baltics SIA
Riga (Latvia)
EUR
2,399
10
100
54
adidas Slovakia s.r.o.
Bratislava (Slovak Republic)
EUR
1,018
directly
100
55
adidas Trgovina d.o.o.
Ljubljana (Slovenia)
EUR
514
directly
100
56
SC ‘adidas-Ukraine’
Kiev (Ukraine)
UAH
825,945
directly
100
57
adidas LLP
Almaty (Republic of Kazakhstan)
KZT
4,481,584
directly
100
58
adidas Serbia d.o.o.
Belgrade (Serbia)
RSD
409,384
10
100
59
adidas Croatia d.o.o.
Zagreb (Croatia)
HRK
34,915
10
100
60
adidas Hellas A.E.
Athens (Greece)
EUR
16,894
directly
100
61
adidas (Cyprus) Limited
Nicosia (Cyprus)
EUR
601
directly
100
62
adidas Spor Malzemeleri Satis ve Pazarlama A.S.
Istanbul (Turkey)
TRY
316,031
10
100
63
adidas Emerging Markets L.L.C
Dubai (United Arab Emirates)
USD
18,470
indirectly
51
9
49
64
adidas Emerging Markets FZE
Dubai (United Arab Emirates)
USD
92,103
10
100
65
adidas Levant Limited
Dubai (United Arab Emirates)
JOD
2,955
64
100
66
adidas Levant Limited – Jordan
Amman (Jordan)
JOD
881
65
100
67
adidas Imports & Exports Ltd.
Cairo (Egypt)
EGP
(14,573)
68
100
68
adidas Sporting Goods Ltd.
Cairo (Egypt)
EGP
181,815
10
90
11
10
(1,831)
directly
100
100
69
adidas Egypt Ltd. 3
Cairo (Egypt)
USD
70
Reebok Israel Ltd.
Holon (Israel)
ILS
15,030
directly
71
Life Sport Ltd.
Holon (Israel)
ILS
106,880
10
85
72
adidas Morocco LLC
Casablanca (Morocco)
MAD
15,157
directly
100
73
adidas (South Africa) (Pty) Ltd.
Cape Town (South Africa)
ZAR
251,160
directly
100
North America
74
adidas North America, Inc.
Portland, Oregon (USA)
USD
5,168,243
10
100
75
adidas America, Inc.
Portland, Oregon (USA)
USD
155,451
74
100
76
adidas International, Inc.
Portland, Oregon (USA)
USD
75,824
74
100
77
adidas Team, Inc. 3
Portland, Oregon (USA)
USD
(1,013)
74
100
78
Taylor Made Golf Co., Inc. 5
Carlsbad, California (USA)
USD
345,859
74
100
79
Ashworth, LLC 3, 5
Carlsbad, California (USA)
USD
–
78
100
80
The Reebok Worldwide Trading Company, LLC
Wilmington, Delaware (USA)
USD
17,075
87
100
81
Reebok Securities Holdings LLC 9
Wilmington, Delaware (USA)
USD
–
87
100
82
Textronics, Inc.
Wilmington, Delaware (USA)
USD
11,987
76
100
1
2
3
4
5
The number refers to the number of the company.
Profit and loss transfer agreement
Company with no active business
Legal owner of the shares with loss of control effective July 1, 2016
Sub-group Taylor Made Golf Co., Inc.
6 Sub-group Sports Licensed Division of the adidas Group, LLC
7 Sub-group Reebok-CCM Hockey U.S., Inc.
8 Sub-group Reebok International Limited
9 Sub-group Reebok International Ltd.
10 Sub-group Taylor Made Golf Limited
205
4
Consolidated F inancial Statements
Shareholdings
SHAREHOLDINGS OF ADIDAS AG, HERZOGENAURACH AT DECEMBER 31, 2016
Company and Domicile
Attachment II
Currency
Equity
(currency units
in thousands)
Share in capital
held by 1
in %
83
Ashworth Acquisition Corp. 3, 5
Wilmington, Delaware (USA)
USD
–
79
100
84
Putter, LLC 3, 5
Montgomery, Alabama (USA)
USD
–
83
100
85
Onfield Apparel Group, LLC 3, 6
Dover, Delaware (USA)
USD
–
87
99
86
1
Reebok Onfield, LLC 3, 6
Dover, Delaware (USA)
USD
–
87
100
87
Reebok International Ltd. 9
Canton, Massachusetts (USA)
USD
(1,071,318)
74
100
88
Sports Licensed Division of the adidas Group, LLC 6
Boston, Massachusetts (USA)
USD
76,481
87
99
86
81
1
89
Reebok-CCM Hockey U.S., Inc. 7
Montpelier, Vermont (USA)
USD
46,654
87
100
90
Stone Age Equipment, Inc.
Redlands, California (USA)
USD
11,006
75
100
91
Spartanburg DC, Inc.
Spartanburg, South Carolina (USA)
USD
11,367
75
100
92
adidas Canada Ltd.
Woodbridge, Ontario (Canada)
CAD
117,830
10
100
93
Sport Maska Inc.
New Brunswick (Canada)
CAD
180,861
10
100
Asia
94
adidas Sourcing Limited
Hong Kong (China)
USD
490,123
11
100
95
adidas Services Limited
Hong Kong (China)
USD
12,062
10
100
96
adidas Hong Kong Limited
Hong Kong (China)
HKD
362,938
2
100
97
Smedley Industries (Hong Kong) Limited 3, 7
Hong Kong (China)
HKD
–
89
100
98
Reebok Trading (Far East) Limited
Hong Kong (China)
USD
31,176
87
100
99
adidas (Suzhou) Co. Ltd.
Suzhou (China)
CNY
227,446
2
100
100 adidas Sports (China) Co. Ltd.
Suzhou (China)
CNY
11,988,206
2
100
101 adidas (China) Ltd.
Shanghai (China)
CNY
750,510
10
100
102 Zhuhai adidas Technical Services Limited
Zhuhai (China)
CNY
47,334
94
100
103 adidas Logistics (Tianjin) Co., Ltd.
Tianjin (China)
CNY
141,095
15
100
104 adidas Business Services (Dalian) Limited
Dalian (China)
CNY
8,789
10
100
105 adidas Japan K.K.
Tokyo (Japan)
JPY
12,863,253
10
100
106 Taylor Made Golf Co., Ltd.
Tokyo (Japan)
JPY
4,094,743
10
100
107 adidas Korea Ltd.
Seoul (Korea)
KRW
207,148,674
directly
100
108 Taylor Made Korea Ltd.
Seoul (Korea)
KRW
436,747
directly
100
109 adidas Korea Technical Services Limited
Pusan (Korea)
KRW
4,158,769
94
100
110 adidas India Private Limited
New Delhi (India)
INR
4,630,379
directly
10.68
10
89.32
111 adidas India Marketing Private Limited
New Delhi (India)
INR
4,778,682
110
98.99
10
1.01
112 adidas Technical Services Private Limited
New Delhi (India)
USD
3,346
94
100
113 Reebok India Company
New Delhi (India)
INR
(22,152,801)
123
93.15
114 PT adidas Indonesia
Jakarta (Indonesia)
IDR
222,914,721
10
99
directly
1
60
115 adidas (Malaysia) Sdn. Bhd.
Petaling Jaya (Malaysia)
MYR
52,260
directly
10
40
116 adidas Philippines Inc.
Pasig City (Philippines)
PHP
653,787
directly
100
117 adidas Singapore Pte. Ltd.
Singapore (Singapore)
SGD
12,472
directly
100
118 adidas Taiwan Limited
Taipei (Taiwan)
TWD
1,493,263
10
100
119 adidas (Thailand) Co., Ltd.
Bangkok (Thailand)
THB
1,185,847
directly
100
120 adidas Australia Pty Limited
Mulgrave (Australia)
AUD
75,074
10
100
121 adidas New Zealand Limited
Auckland (New Zealand)
NZD
10,075
directly
100
1
2
3
4
5
The number refers to the number of the company.
Profit and loss transfer agreement
Company with no active business
Legal owner of the shares with loss of control effective July 1, 2016
Sub-group Taylor Made Golf Co., Inc.
6 Sub-group Sports Licensed Division of the adidas Group, LLC
7 Sub-group Reebok-CCM Hockey U.S., Inc.
8 Sub-group Reebok International Limited
9 Sub-group Reebok International Ltd.
10 Sub-group Taylor Made Golf Limited
2 06
4
Consolidated F inancial Statements
Shareholdings
SHAREHOLDINGS OF ADIDAS AG, HERZOGENAURACH AT DECEMBER 31, 2016
Company and Domicile
Attachment II
Currency
Equity
(currency units
in thousands)
Share in capital
held by 1
in %
122 adidas Vietnam Company Limited
Ho Chi Minh City (Vietnam)
VND
92,441,962
10
100
123 Reebok (Mauritius) Company Limited
Port Louis (Mauritius)
USD
2,194
87
99
80
1
10
51.73
2
48.27
11
96.25
10
3.75
100
Latin America
124 adidas Argentina S.A.
125 Reebok Argentina S.A.
Buenos Aires (Argentina)
Buenos Aires (Argentina)
ARS
ARS
1,137,171
179,998
126 ASPA do Brasil Ltda. 3
São Paulo (Brazil)
BRL
75
94
127 adidas do Brasil Ltda.
São Paulo (Brazil)
BRL
(25,513)
2
100
128 adidas Franchise Brasil Servicos Ltda.
São Paulo (Brazil)
BRL
19,966
127
100
129 Reebok Produtos Esportivos Brasil Ltda.
Jundiaí (Brazil)
BRL
9,368
10
100
130 adidas Chile Limitada
Santiago de Chile (Chile)
CLP
102,653,569
directly
99
1
1
131 adidas Colombia Ltda.
Bogotá (Colombia)
COP
(42,585,326)
directly
100
132 adidas Perú S.A.C.
Lima (Peru)
PEN
90,607
directly
99.21
130
0.79
133 adidas de Mexico, S.A. de C.V.
Mexico City (Mexico)
MXN
286,931
directly
100
134 adidas Industrial, S.A. de C.V.
Mexico City (Mexico)
MXN
167,406
directly
100
135 Reebok de Mexico, S.A. de C.V. 3
Mexico City (Mexico)
MXN
(537,589)
directly
100
136 adidas Latin America, S.A.
Panama City (Panama)
USD
(80,139)
directly
100
137 Concept Sport, S.A.
Panama City (Panama)
USD
1,622
10
100
138 adidas Market LAM, S.A. 3
Panama City (Panama)
USD
–
10
100
139 3 Stripes S.A. (adidas Uruguay) 3
Montevideo (Uruguay)
UYU
(436)
directly
100
140 Tafibal S.A.
Montevideo (Uruguay)
UYU
22,570
directly
100
141 Raelit S.A.
Montevideo (Uruguay)
UYU
40,629
directly
100
142 Reebok Central America S.A. 9
San Pedro Sula (Honduras)
HNL
–
87
99.6
80
0.4
143 adidas Corporation de Venezuela, S.A. 3
Caracas (Venezuela)
VEF
(17)
directly
100
144 adisport Corporation
San Juan (Puerto Rico)
USD
(2,851)
10
100
1
2
3
4
5
The number refers to the number of the company.
Profit and loss transfer agreement
Company with no active business
Legal owner of the shares with loss of control effective July 1, 2016
Sub-group Taylor Made Golf Co., Inc.
6 Sub-group Sports Licensed Division of the adidas Group, LLC
7 Sub-group Reebok-CCM Hockey U.S., Inc.
8 Sub-group Reebok International Limited
9 Sub-group Reebok International Ltd.
10 Sub-group Taylor Made Golf Limited
2 07
4
R esponsibility Statement
RESPONSIBILITY STATEMENT
To the best of our knowledge, and in accordance with the applicable reporting principles, the consolidated
financial statements give a true and fair view of the assets, liabilities, financial position and profit or loss of
the Group, and the Group Management Report, which has been combined with the Management Report of
adidas AG, includes a fair review of the development and performance of the business and the position of
the Group, together with a description of the material opportunities and risks associated with the expected
development of the Group.
Herzogenaurach, February 17, 2017
KASPER RORSTED
CEO
ROLAND AUSCHEL
GLENN BENNETT
ERIC LIEDTKE
ROBIN J. STALKER
Global Sales
Global Operations
Global Brands
CFO
2 08
4
Auditor’ s Report
AUDITOR’S REPORT
We have audited the consolidated financial statements prepared by adidas AG, Herzogenaurach, comprising the
statement of financial position, income statement, statement of comprehensive income, statement of changes
in equity, statement of cash flows and the notes, together with the management report of the Company and
the Group for the business year from January 1 to December 31, 2016. The preparation of the consolidated
financial statements and the Group management report in accordance with IFRS, as adopted by the EU, and the
additional requirements of German commercial law pursuant to § 315a (1) HGB (Handelsgesetzbuch – ‘German
Commercial Code’) is the responsibility of the Company’s Executive Board. Our responsibility is to express an
opinion on the consolidated financial statements and on the Group management report based on our audit.
We conducted our audit of the consolidated financial statements in accordance with § 317 HGB and
German generally accepted standards for the audit of financial statements promulgated by the Institut der
Wirtschaftsprüfer (Institute of Public Auditors in Germany) (IDW). Those standards require that we plan and
perform the audit such that misstatements materially affecting the presentation of the net assets, financial
position and profit or loss in the consolidated financial statements in accordance with the applicable financial
reporting framework and in the Group management report are detected with reasonable assurance. Knowledge
of the business activities and the economic and legal environment of the Group and expectations as to possible
misstatements are taken into account in the determination of audit procedures. The effectiveness of the
accounting-related internal control system and the evidence supporting the disclosures in the consolidated
financial statements and the Group management report are examined primarily on a test basis within the
framework of the audit. The audit includes assessing the annual financial statements of those entities included
in consolidation, the determination of entities to be included in consolidation, the accounting and consolidation
principles used and significant estimates made by management, as well as evaluating the overall presentation
of the consolidated financial statements and Group management report. We believe that our audit provides a
reasonable basis for our opinion.
Our audit has not led to any reservations.
In our opinion, based on the findings of our audit, the consolidated financial statements comply with IFRS, as
adopted by the EU, and the additional requirements of German commercial law pursuant to § 315a (1) HGB and
give a true and fair view of the net assets, financial position and profit or loss of the Group in accordance with
these requirements. The Group management report is consistent with the consolidated financial statements,
complies with the German statutory requirements, and as a whole provides a suitable view of the Group’s
position and suitably presents the opportunities and risks of future development.
Munich, February 17, 2017
KPMG AG
Wirtschaftsprüfungsgesellschaft
(Original German version signed by:)
BraunWolper
Wirtschaftsprüfer Wirtschaftsprüfer
(German Public Auditor)
(German Public Auditor)
2 09
ITI
O
IN NA
F
L
MA OR
TIO
N
AD
D
21 2
— TEN-YEAR OVERVIEW
— GLOSSARY216
21 9
— DECLARATION OF SUPPORT
— FINANCIAL CALENDAR220
211
5
A dditional Information
Ten-Year Overview
TEN-YEAR OVERVIEW
TEN-YEAR OVERVIEW
2016
2015
2014
19,291
16,915
14,534
9,379
8,168
6,924
Royalty and commission income 2
109
119
102
Other operating income 2
266
96
138
Other operating expenses 2
8,263
7,289
6,203
EBITDA 2
1,883
1,475
1,283
Operating profit 2, 3, 4, 5, 6
1,491
1,094
961
(46)
(21)
(48)
1,444
1,073
913
426
353
271
2
6
6
1,017
668
568
48.6%
48.3%
47.6%
7.7%
6.5%
6.6%
30.8
23.8
19.3
29.5%
32.9%
29.7%
5.3%
4.0%
3.9%
adidas brand
16,334
13,939
11,774
Reebok brand
1,770
1,751
1,578
TaylorMade-adidas Golf
892
902
913
CCM Hockey
271
317
269
Income Statement Data (€ in millions)
Net sales 2
Gross profit 2
Net financial result
Income before taxes 2, 3, 4, 5, 6
Income taxes 2
Net income attributable to non-controlling interests
Net income attributable to shareholders 3, 4, 5, 6, 7
Income Statement Ratios
Gross margin 2
Operating margin 2, 3, 4, 5, 6
Interest coverage 2
Effective tax rate 2, 3, 4, 5, 6
Net income attributable to shareholders in % of net sales 3, 4, 5, 6, 7
Net Sales by Brand (€ in millions)
Net Sales by Product Category (€ in millions)
Footwear 2
10,135
8,360
6,658
Apparel 2
7,476
6,970
6,279
Hardware 2
1,681
1,585
1,597
Total assets
15,176
13,343
12,417
Inventories
3,763
3,113
2,526
Receivables and other current assets
3,607
3,003
2,861
Working capital
2,121
2,133
2,970
Net cash/(net borrowings)
(103)
(460)
(185)
Shareholders’ equity
6,472
5,666
5,624
Balance Sheet Data (€ in millions)
1 2011 restated according to IAS 8 in the 2012 consolidated financial statements.
2 2016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the Rockport business.
3 2015 excluding goodwill impairment of € 34 million.
4 2014 excluding goodwill impairment of € 78 million.
5 2013 excluding goodwill impairment of € 52 million.
6 2012 excluding goodwill impairment of € 265 million.
7 Includes continuing and discontinued operations.
8 Figures adjusted for 1:4 share split conducted on June 6, 2006.
9 Subject to Annual General Meeting approval.
212
5
A dditional Information
Ten-Year Overview
2013
2012
2011 1
2010
2009
2008
2007
14,203
14,883
13,322
11,990
10,381
10,799
10,299
7,001
7,103
6,329
5,730
4,712
5,256
4,882
103
105
93
100
86
89
102
142
127
98
110
100
103
80
6,013
6,150
5,567
5,046
4,390
4,378
4,115
1,496
1,445
1,199
1,159
780
1,280
1,165
1,233
1,185
953
894
508
1,070
949
(68)
(69)
(84)
(88)
(150)
(166)
(135)
1,165
1,116
869
806
358
904
815
340
327
261
238
113
260
260
3
(2)
(5)
(1)
0
(2)
(4)
839
791
613
567
245
642
551
49.3%
47.7%
47.5%
47.8%
45.4%
48.7%
47.4%
8.7%
8.0%
7.2%
7.5%
4.9%
9.9%
9.2%
24.0
14.6
12.2
10.1
3.9
7.4
6.8
29.2%
29.3%
30.0%
29.5%
31.5%
28.8%
31.8%
5.9%
5.3%
4.6%
4.7%
2.4%
5.9%
5.4%
11,059
11,344
9,867
8,714
7,520
7,821
7,113
1,599
1,667
1,940
1,913
1,603
1,717
1,831
1,285
1,344
1,044
909
831
812
804
260
243
210
200
177
188
210
6,587
6,922
6,242
5,389
4,642
4,919
4,751
5,811
6,290
5,733
5,380
4,663
4,775
4,426
1,806
1,671
1,347
1,221
1,076
1,105
1,121
11,599
11,651
11,237
10,618
8,875
9,533
8,325
2,634
2,486
2,502
2,119
1,471
1,995
1,629
2,583
2,444
2,431
2,324
2,038
2,523
2,048
2,125
2,504
1,990
1,972
1,649
1,290
1,522
295
448
90
(221)
(917)
(2,189)
(1,766)
5,489
5,304
5,137
4,616
3,771
3,386
3,023
213
5
A dditional Information
Ten-Year Overview
TEN-YEAR OVERVIEW CONTINUED
2016
2015
2014
Balance Sheet Ratios
Net borrowings/EBITDA 2
Average operating working capital in % of net sales 2
Financial leverage
Equity ratio
0.1
0.3
0.1
20.2%
20.5%
22.4%
1.6%
8.1%
3.3%
42.6%
42.5%
45.3%
Equity-to-fixed-assets ratio
102.9%
96.9%
110.9%
Asset coverage I
134.0%
136.8%
158.7%
Asset coverage II
83.8%
89.3%
105.9%
Fixed asset intensity of investments
41.4%
43.8%
40.8%
Current asset intensity of investments
58.6%
56.2%
59.2%
Liquidity I
22.4%
25.5%
38.6%
Liquidity II
54.9%
63.7%
83.0%
Liquidity III
110.6%
121.8%
140.7%
Working capital turnover 2
9.1
7.9
4.9
Return on equity 7
15.7%
11.2%
8.7%
Return on capital employed 7
24.2%
16.5%
13.8%
57.62
Data Per
Share 8
Share price at year-end (in €)
150.15
89.91
Basic earnings 3, 4, 5, 6, 7 (in €)
5.08
3.32
2.72
Diluted earnings 3, 4, 5, 6, 7 (in €)
4.99
3.32
2.72
Price/earnings ratio at year-end 3, 4, 5, 6, 7
Market capitalisation at year-end (€ in millions)
Net cash generated from operating activities 7 (in €)
30.1
27.1
21.2
30,254
18,000
11,773
3.36
6.73
5.41
2.00 9
1.60
1.50
39.6
47.9
53.9
201,489
200,197
204,327
Number of employees at year-end 2
60,617
55,555
53,731
Personnel expenses 2 (€ in millions)
2,532
2,184
1,842
Dividend (in €)
Dividend payout ratio 3, 4, 5, 6, 7 (in %)
Number of shares outstanding at year-end (in thousands)
Employees
1 2011 restated according to IAS 8 in the 2012 consolidated financial statements.
2 2016, 2015, 2014 and 2013 reflect continuing operations as a result of the divestiture of the Rockport business.
3 2015 excluding goodwill impairment of € 34 million.
4 2014 excluding goodwill impairment of € 78 million.
5 2013 excluding goodwill impairment of € 52 million.
6 2012 excluding goodwill impairment of € 265 million.
7 Includes continuing and discontinued operations.
8 Figures adjusted for 1:4 share split conducted on June 6, 2006.
9 Subject to Annual General Meeting approval.
214
5
A dditional Information
Ten-Year Overview
2013
2012
2011 1
2010
2009
2008
2007
(0.2)
(0.3)
(0.1)
0.2
1.2
1.7
1.5
21.3%
20.0%
20.4%
20.8%
24.3%
24.5%
25.2%
(5.4%)
(8.5%)
(1.8%)
4.8%
24.3%
64.6%
58.4%
47.3%
45.5%
45.7%
43.5%
42.5%
35.5%
36.3%
115.8%
111.1%
104.6%
97.4%
85.9%
73.6%
72.2%
145.0%
152.7%
140.7%
141.5%
137.4%
127.7%
136.1%
93.2%
100.4%
93.2%
97.7%
102.9%
89.1%
98.0%
40.9%
41.0%
43.7%
44.6%
49.5%
48.2%
50.3%
59.1%
59.0%
56.3%
55.4%
50.5%
51.8%
49.7%
34.4%
44.3%
31.6%
35.5%
30.0%
10.5%
14.5%
72.6%
82.9%
68.3%
78.2%
80.4%
55.1%
70.3%
128.3%
139.7%
126.0%
132.4%
132.2%
109.8%
132.6%
6.7
5.9
6.7
6.1
6.3
8.4
6.8
14.3%
9.9%
11.9%
12.3%
6.5%
18.9%
18.2%
23.6%
19.3%
19.9%
20.2%
11.3%
19.8%
20.2%
92.64
67.33
50.26
48.89
37.77
27.14
51.26
4.01
3.78
2.93
2.71
1.25
3.25
2.71
4.01
3.78
2.93
2.71
1.22
3.07
2.57
23.1
17.8
17.1
18.0
31.0
8.8
19.9
19,382
14,087
10,515
10,229
7,902
5,252
10,438
3.03
4.50
3.86
4.28
6.11
2.52
3.83
1.50
1.35
1.00
0.80
0.35
0.50
0.50
37.4
35.7
34.1
29.5
29.8
15.1
18.0
209,216
209,216
209,216
209,216
209,216
193,516
203,629
49,808
46,306
46,824
42,541
39,596
38,982
31,344
1,833
1,872
1,646
1,521
1,352
1,283
1,186
215
5
A dditional Information
Glossary
GLOSSARY
/A
ATHLEISURE
CONCESSION CORNERS
The term is composed of the words athletic and leisure. It describes
a fashion trend of sportswear no longer being just meant for training
but increasingly shaping everyday clothing.
Retail space that is fully operated by one of the company’s brands and
is part of a larger sales area operated by a retail partner.
CONTROLLED SPACE
/B
Includes own-retail business, mono-branded franchise stores,
shop-in-shops, joint ventures with retail partners and co-branded
stores. Controlled space offers a high level of brand control and
BACKLOGS
Also called order backlogs. The value of orders received for future
delivery. Most retailers’ orders are received six to nine months in
advance.
ensures optimal product offering and presentation according to brand
requirements.
CONVERSION RATE
/C
CALL AND PUT OPTIONS
A call (put) option is a contractual agreement that gives the owner the
right, not the obligation, to buy (sell) an underlying financial asset at
a specified price within a specific period of time.
A key ratio in retail business describing the number of buying
customers compared to those who entered the store without buying
something; i.e. a 25% conversion rate means that 100 persons
entered a store with 25 of them buying something.
/D
CAPITAL EXPENDITURE
DROP RATE
Total cash expenditure used for the purchase of tangible and intangible
assets, excluding acquisitions and finance leases.
Share of articles that are dropped because they do not meet the
demand or strategic direction for a given season, despite being
created initially. These articles are excluded from the range, do not
go into serial production and are not sold to customers.
CASH POOLING
A cash management technique for physical concentration of cash.
Cash pooling allows adidas to combine credit and debit positions
from various accounts and several subsidiaries into one central
account. This technique supports our in-house bank concept where
advantage is taken of any surplus funds of subsidiaries to cover cash
requirements of other subsidiaries, thus reducing external financing
needs and optimising our net interest expenses.
/F
FINANCIAL LEVERAGE
Ratio reflecting the role of borrowings within the financing structure
of a company.
Financial leverage
=
net borrowings
shareholders’ equity
× 100
COMPARABLE (COMP) STORE SALES
Sales generated in stores which have been open for the entire prior
financial year and are currently operating. Remodelled stores are
included if the store format and store size have remained unchanged.
Comparable store sales therefore show the organic growth of the
retail business and do not include sales generated from new store
openings.
FRANCHISE
Type of licence that is acquired by one party (the franchisee) to
have access rights to another party’s (the franchisor’s) intellectual
property, processes and trademarks in order to allow the franchisee
to sell a product or provide a service under the franchisor’s name.
216
5
A dditional Information
Glossary
/G
GENDERDAX
LIQUIDITY I, II, III
An industry- and science-based gender and diversity project,
including a ranking of German companies which are committed to
actively supporting highly qualified and career-oriented women within
their human resource and diversity management.
The liquidity ratio indicates how quickly a company can liquidate its
assets to pay for current liabilities.
GERMAN CO-DETERMINATION ACT
(MITBESTIMMUNGSGESETZ – MITBESTG)
Liquidity I
Liquidity II
An act that governs the form of co-determination of employees in
corporations employing more than 2,000 employees. It stipulates,
among other things, that such a corporation’s Supervisory Board
must be composed of an equal number of employee and shareholder
representatives.
GOODWILL
Liquidity III
=
=
=
Cash + short-term financial assets
current liabilities
Cash + short-term financial assets +
accounts receivable
current liabilities
Cash + short-term financial assets +
accounts receivable + inventories
current liabilities
MARKETING INVESTMENTS
/H
NET CASH/NET BORROWINGS
A product category which comprises equipment that is used rather
than worn by the consumer, such as bags, balls, fitness equipment,
golf clubs and hockey sticks.
× 100
× 100
/M
Intangible asset that quantifies the price that a buyer of a company
has paid for the reputation, know-how and market position of the
acquired company. Goodwill is the excess of the amount paid over
the fair value of the net assets acquired at the purchase date. It is
stated at cost and tested for impairment annually or on such other
occasions that events or changes in circumstances indicate that it
might be impaired.
HARDWARE
× 100
Promotion and communication spending including sponsorship
contracts with teams and individual athletes, as well as advertising,
events and other communication activities, but excluding marketing
overhead expenses.
/N
Net cash is when the sum of cash and short-term financial assets
exceeds gross borrowings. Net borrowings is the portion of gross
borrowings not covered by the sum of cash and short-term financial
assets.
Net cash/net borrowings
/L
=
cash and cash equivalents
+ short-term financial assets
– short-term borrowings
– long-term borrowings
LICENSED APPAREL
NET PROMOTER SCORE (NPS)
Apparel products which are produced and marketed under a licence
agreement. adidas has licence agreements with several associations
(e.g. FIFA, UEFA), leagues (e.g. NBA, NHL), teams (e.g. Bayern Munich,
Manchester United, Real Madrid) and universities (e.g. Arizona State
University, University of Miami).
A survey-based measure of how likely people are to recommend a
brand. The survey is based on one single question to consumers: ‘How
likely are you to recommend this brand to your friends?’, which can
be answered within a scale from 0 to 10. Promoters are consumers
giving the brand a 9 or 10 rating, while detractors are those between
a 0 and 6 rating. The NPS is the difference between promoters and
detractors measured in percentage points.
LICENSEES
Companies that have the authorisation to use the name of a brand
or business for the production and sale of products. For example, for
the adidas brand, licensed products include cosmetics, watches and
eyewear, for Reebok, fitness equipment.
NON-CONTROLLING INTERESTS
Part of net income or equity which is not attributable to the
shareholders of the reporting company as it relates to outside
ownership interests in subsidiaries that are consolidated with the
parent company for financial reporting purposes.
217
5
A dditional Information
Glossary
/O
/R
OMNI-CHANNEL SALES APPROACH
ROLLING FORECAST
Describes the ambition to achieve a globally consistent product
offer, brand communication, availability and service across all
sales channels (wholesale, retail and e-commerce) and consumer
touchpoints.
A projection about the future that is updated at regular intervals,
keeping the forecasting period constant (e.g. twelve months).
OPERATING CASH FLOW
SEGMENT
Comprises operating profit, change in operating working capital and
net investments.
Also called business segment. adidas is currently divided into 13
business segments: Western Europe, North America, Greater
China, Russia/CIS, Latin America, Japan, Middle East, South Korea,
Southeast Asia/Pacific, TaylorMade-adidas Golf, CCM Hockey,
Runtastic and Other centrally managed businesses.
Operating cash flow
=
operating profit
+/– change in operating working capital
+/–net investments
(capital expenditure less depreciation
and amortisation)
/S
SHARE TURNOVER
OPERATING OVERHEAD EXPENSES
Expenses which are not directly attributable to the products or
services sold, such as costs for distribution, marketing overhead
costs, logistics, research and development, as well as general
and administrative costs, but not including costs for promotion,
advertising and communication.
OPERATING WORKING CAPITAL
A company’s short-term disposable capital which is used to finance
its day-to-day business. In comparison to working capital, operating
working capital does not include non-operational items such as
financial assets and taxes.
Operating working capital
=
accounts receivable
+ inventories
– accounts payable
The total value of all shares traded in the share price currency over a
specific period of time (normally daily). It is calculated by multiplying
the number of shares traded by the respective price.
SINGLE-SOURCING MODEL
Supply chain activities limited to one specific supplier. Due to the
dependency on only one supplier, a company can face disadvantages
during the sourcing process.
SPEEDFACTORY
Robotic technology is used in a smart, decentralised and flexible
manufacturing process to bring production to where the consumer is.
/T
TOP AND BOTTOM LINE
/P
PERFORMANCE BUSINESS
In the sporting goods industry, performance business relates to
technical footwear and apparel used primarily in doing sports.
A company’s bottom line is its net income attributable to shareholders.
More specifically, the bottom line is a company’s income after all
expenses have been deducted from revenues. The top line refers to
a company’s sales or revenues.
TOP-DOWN, BOTTOM-UP
POINT-OF-SALE INVESTMENTS
PRICE POINTS
A specific concept for information and knowledge processing. In a
first step, information and empowerment of management decisions
is delegated from top to bottom. After going into more detail on the
bottom level, the final information and decision are then transported
back to the top.
Specific selling prices, normally using ‘psychological’ numbers, e.g.
a product price of US $ 99.99 instead of US $ 100.
TREND SCOUTING
PROMOTION PARTNERSHIPS
Identification and commercialisation of future trends, particularly
lifestyle trends.
Expenditures that relate to advertising and promotion initiatives at
the point of sale as well as to store fittings and furniture.
Partnerships with events, associations, leagues, clubs and individual
athletes. In exchange for the services of promoting the company’s
brands, the party is provided with products and/or cash and/or
promotional materials.
/V
VERTICAL RETAILER
A retail company that (vertically) controls the entire design, production
and distribution processes of its products.
218
5
A dditional Information
Declaration of Support
DECLARATION OF SUPPORT
adidas AG declares support, except in the case of political risk, that the below-mentioned companies are able to meet their contractual liabilities.
This declaration replaces the declaration dated February 15, 2016, which is no longer valid. The declaration of support automatically ceases
from the time that a company no longer is a subsidiary of adidas AG.
adidas (China) Ltd., Shanghai, China
adidas (Cyprus) Limited, Nicosia, Cyprus
adidas (Ireland) Limited, Dublin, Ireland
adidas (Malaysia) Sdn. Bhd., Petaling Jaya,
Malaysia
adidas (South Africa) (Pty) Ltd., Cape Town,
South Africa
adidas (Suzhou) Co. Ltd., Suzhou, China
adidas (Thailand) Co., Ltd., Bangkok, Thailand
adidas (UK) Limited, Stockport, Great Britain
adidas America, Inc., Portland, Oregon, USA
adidas anticipation GmbH, Herzogenaurach,
Germany
adidas Argentina S.A., Buenos Aires, Argentina
adidas Australia Pty Limited, Mulgrave, Australia
adidas Austria GmbH, Klagenfurt, Austria
adidas Baltics SIA, Riga, Latvia
adidas Benelux B.V., Amsterdam, Netherlands
adidas Budapest Kft., Budapest, Hungary
adidas Bulgaria EAD, Sofia, Bulgaria
adidas Business Services (Dalian) Limited,
Dalian, China
adidas Business Services Lda., Morea de Maia,
Portugal
adidas Canada Ltd., Woodbridge, Ontario,
Canada
adidas CDC Immobilieninvest GmbH,
Herzogenaurach, Germany
adidas Chile Limitada, Santiago de Chile, Chile
adidas Colombia Ltda., Bogotá, Colombia
adidas CR s.r.o., Prague, Czech Republic
adidas Croatia d.o.o., Zagreb, Croatia
adidas Danmark A/S, Copenhagen, Denmark
adidas de Mexico, S.A. de C.V., Mexico City,
Mexico
adidas do Brasil Ltda., São Paulo, Brazil
adidas Emerging Markets FZE, Dubai,
United Arab Emirates
adidas Emerging Markets L.L.C, Dubai,
United Arab Emirates
adidas España S.A.U, Zaragoza, Spain
adidas France S.a.r.l., Landersheim, France
adidas Hellas A.E., Athens, Greece
adidas Hong Kong Limited, Hong Kong, China
adidas Imports & Exports Ltd., Cairo, Egypt
adidas India Marketing Private Limited,
New Delhi, India
adidas Industrial, S.A. de C.V., Mexico City,
Mexico
adidas Insurance & Risk Consultants GmbH,
Herzogenaurach, Germany
adidas International B.V., Amsterdam,
Netherlands
adidas International Finance B.V.,
Amsterdam, Netherlands
adidas International Marketing B.V.,
Amsterdam, Netherlands
adidas International Property Holding B.V.,
Amsterdam, Netherlands
adidas International Re DAC, Dublin, Ireland
adidas International Trading B.V.,
Amsterdam, Netherlands
adidas International, Inc., Portland, Oregon, USA
adidas Italy S.p.A, Monza, Italy
adidas Japan K.K., Tokyo, Japan
adidas Korea Ltd., Seoul, Korea
adidas Latin America, S.A., Panama City,
Panama
adidas LLP, Almaty, Republic of Kazakhstan
adidas Logistics (Tianjin) Co., Ltd., Tianjin, China
adidas Morocco LLC, Casablanca, Morocco
adidas New Zealand Limited, Auckland,
New Zealand
adidas Norge AS, Lillestrøm, Norway
adidas North America, Inc., Portland, Oregon,
USA
adidas Perú S.A.C., Lima, Peru
adidas Philippines Inc., Pasig City, Philippines
adidas Poland Sp.z o.o., Warsaw, Poland
adidas Portugal – Artigos de Desporto, S.A.,
Lisbon, Portugal
adidas Romania S.R.L., Bucharest, Romania
adidas Serbia d.o.o., Belgrade, Serbia
adidas Services Limited, Hong Kong, China
adidas Singapore Pte. Ltd., Singapore, Singapore
adidas Slovakia s.r.o., Bratislava,
Slovak Republic
adidas Sourcing Limited, Hong Kong, China
adidas Spor Malzemeleri Satis ve Pazarlama
A.S., Istanbul, Turkey
adidas sport gmbh, Cham, Switzerland
adidas Sporting Goods Ltd., Cairo, Egypt
adidas Sports (China) Co. Ltd., Suzhou, China
adidas Suomi Oy, Helsinki, Finland
219
adidas Sverige AB, Solna, Sweden
adidas Taiwan Limited, Taipei, Taiwan
adidas Trgovina d.o.o., Ljubljana, Slovenia
adidas Vietnam Company Limited,
Ho Chi Minh City, Vietnam
adisport Corporation, San Juan, Puerto Rico
Concept Sport, S.A., Panama City, Panama
Global Merchandising, S.L., Madrid, Spain
Hydra Ventures B.V., Amsterdam, Netherlands
LLC ‘adidas, Ltd.’, Moscow, Russia
PT adidas Indonesia, Jakarta, Indonesia
Raelit S.A., Montevideo, Uruguay
Reebok Argentina S.A., Buenos Aires, Argentina
Reebok International Limited, London,
Great Britain
Reebok International Ltd., Canton,
Massachusetts, USA
Reebok Produtos Esportivos Brasil Ltda.,
Jundiaí, Brazil
Reebok-CCM Hockey AB, Solna, Sweden
Reebok-CCM Hockey AS, Lillestrøm, Norway
Reebok-CCM Hockey Oy, Espoo, Finland
Reebok-CCM Hockey U.S., Inc., Montpelier,
Vermont, USA
Reebok Israel Ltd., Holon, Israel
SC ‘adidas-Ukraine’, Kiev, Ukraine
Spartanburg DC, Inc., Spartanburg, South
Carolina, USA
Sport Maska Inc., New Brunswick, Canada
Sports Licensed Division of the adidas Group,
LLC, Boston, Massachusetts, USA
Stone Age Equipment, Inc., Redlands, California,
USA
Tafibal S.A., Montevideo, Uruguay
Taylor Made Golf Co., Inc., Carlsbad, California,
USA
Taylor Made Golf Co., Ltd., Tokyo, Japan
Taylor Made Golf Limited, Basingstoke,
Great Britain
Taylor Made Korea Ltd., Seoul, Korea
Textronics, Inc., Wilmington, Delaware, USA
Trafford Park DC Limited, London, Great Britain
MARCH
8 CA FI 20
N
LE A 17
ND NC
AR IAL
FULL YE A R 2 016 R ES ULT S
Press conference in Herzogenaurach, Germany /
Press release / Conference call and webcast /
Publication of 2016 Annual Report
MARCH
MAY
1 4
1 6
MAY
AUGUST
I N VESTOR DAY
Press release /
Management presentations and webcast
D IVID E ND PAY M E NT
(Subject to Annual General Meeting approval)
4 3 MAY
NOVEMBER
FI RST QUA RT ER 2 017 R ES ULT S
Press release / Conference call and webcast /
Publication of First Quarter Report
F IRST H A L F 2 01 7 RE S U LT S
Press release / Conference call and webcast /
Publication of First Half Report
1 1
9 AN N UA L G EN ER A L M EET I N G
Fuerth (Bavaria), Germany /
Webcast
NINE M O NT H S 2 01 7 RE S U LT S
Press release / Conference call and webcast /
Publication of Nine Months Report
220
ADIDAS
AG
Adi-Dassler-Str. 1
91074 Herzogenaurach
Germany
TEL + 49 (0) 91 32 84 - 0
FAX + 49 (0) 91 32 84 - 22 41
WWW.ADIDAS-GROUP.COM
Investor Relations
TEL + 49 (0) 91 32 84 - 29 20
FAX + 49 (0) 91 32 84 - 31 27
INVESTOR.RELATIONS@ADIDAS–GROUP.COM
WWW.ADIDAS–GROUP.COM ⁄ INVESTORS
adidas is a member of DIRK
(German Investor Relations Association).
This report is also available in German.
For further publications, please see our
corporate website or download our
Investor Relations and Media App from
the App Store.
To improve readability, registered trademarks
as well as references to rounding differences
are omitted in this Annual Report.
Concept and Design
Strichpunkt
— Stuttgart ⁄ Berlin
ADIDAS
AG
Adi-Dassler-Str. 1
91074 Herzogenaurach
Germany
©2017 adidas AG